ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, September 8, 1996 TAG: 9609090096
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: Department heads have been meeting to create an organization-wide plan to improve quality and production. Early meetings focused on individual gripes. Rather than developing a plan, everyone is still spending meeting time whining for more staff and larger budgets for his or her department. I'm supposed to chair this process, but I'm out of ideas.
A: You and your peers have years of training and experience in your areas of expertise. Because of that training, each defines problems in terms of what's seen as significant issues in his or her own field.
Since the meetings haven't resulted in a plan, restructure them. Explain to the group why the meetings are being changed.
In advance of the next session, suggest everyone prepare a complete wish list for his or her department. At the meeting, compare lists.
Listen carefully. The budget-staffing issues may be resurfacing because there's a real problem. Or the same issues are raised because folks don't believe they're being heard. Listening will reveal areas which need attention. Just listening won't cure real issues, but it's necessary if you want to move ahead.
For the second meeting, ask department heads to identify ways their departments could better serve other departments. Department heads will need to talk with one another which should broaden perspectives.
In the third meeting, ask members to assume the role of an outsider. If they were purchasing this company, what problems would they want to solve to ensure the success of the whole company. Use this as your first brainstorming session.
Selective perception makes it difficult to access the broader view. A different approach in your meetings could mean different results.
Q: I have an employee who's a walking magnet for mishaps. From fender-benders on his way to work to cutting his hand on machinery something's always happening. Is something wrong with him?
A: Some accidents are just that, accidents. However, repeated mishaps suggest a bigger problem. Long-term preoccupation is a problem. Similarly, an employee needing excessive attention who relies on injuries for sympathy of co-workers has a problem.
Substance abuse is another possibility. Though employees may not be indulging in alcohol or drugs on company time, residual effects of substance use has been linked to accident-prone behavior.
Medical reasons can't be discounted. Medical conditions could range from needing prescription eyeglasses to a neurological disorder.
Work with your human resource director and your firm's attorney. Review the number of on-site accidents. Recount off-site accidents of which you're aware. Agree on the recommendations you'll give your employee when you meet with him. Whether you begin with an endorsement of counseling or a drug and alcohol screening, your first goal is to identify the underlying problem.
A second, equally serious, goal is to ensure you're actively reducing your litigation risk with an accident-prone person.
Q: I'm always asked by members of my group to raise the "tough" questions and issues in staff meetings. I haven't minded, but I'm becoming concerned that I look like a trouble-maker. I'm not. But, if I don't ask the questions, they won't get asked and we'll remain in the dark.
A: Your co-workers have either promoted you to the position of informal leader or they're using you to get answers without focusing unwanted attention on themselves. If you've assumed the role of informal leader, use the opportunity to develop your leadership skills.
Continue to bring questions to staff meetings. Be sure your tone and body language remain open and friendly, so your boss understands you're a team player and not an adversary.
Look for other opportunities to demonstrate your capabilities. Ask for additional responsibilities. Your co-workers may have identified potential in you which needs further developing.
If you're uncomfortable with the leadership role or feel you've been handed the dirty-work of others, bow out. When asked by a co-worker to bring an issue to the meeting, say "that's an area which I'd like to hear discussed, but I won't bring it up. I'd like to hear you do that."
It's simple to be eased into a role without realizing where it will take you. Once you've recognized the role's evolution, you have choices. You can't be the spokesperson without your consent.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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