ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, December 8, 1996 TAG: 9612100069
SECTION: BUSINESS PAGE: 2 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: We run production lines with a lot of repetitive work. To make the day go faster, a lot of joking goes on. One of the line supervisors had a running joke with one of the line-workers.
Everyone thought the joke was funny, except the person the joke was directed to. It was clear he didn't like the humor aimed at him.
The line worker blew up and threatened to kill the supervisor and his family. His threats, made to the supervisor, were repeated to us and the plant manager. The employee was fired, and our supervisor was suspended for two weeks.
The supervisor's returning this week - as production worker status with a reprimand in his file. It has been made clear that this is to protect the company if a harassment suit is filed.
This seems unfair to those of us who have worked with the supervisor. He's a good guy and didn't mean harm. And, the guy never had any supervisory training so any mistakes made weren't his fault. And, the jokes weren't about race or gender or any other taboo subject. Isn't the real problem the worker who lost it and threatened to kill someone? It seems that the real victim, here, is the supervisor.
A: As with most situations in the workplace, no one involved is completely innocent or guilty.
While nothing can be done to change the situation you've described - and which I've paraphrased to protect the privacy of those involved - there's a great deal to be learned by others in similar situations.
Companies promoting workers to supervisors without providing training run the constant risk that supervisors will create serous problems. Your company's efforts to minimize legal risk is a common, and understandable, response. What's needed beyond that immediate action is attention to training management in every relevant subject, including on-going evaluation, legal issues and communication skills.
Companies also should ensure that initial training is reinforced with on-going, follow-up training and that similar training is given to all subsequently hired managers and supervisors.
Supervisors are often promoted because they have excellent technical skills and knowledge. But they must also take responsibility for their own supervisory education. In addition to training, , a company does or doesn't offer, supervisors should look for opportunities to improve their interpersonal skills. Workshops, classes and books on conflict resolution, assertiveness training and improving communication skills are excellent choices for anyone in supervision. The training should be seen as an on-going commitment until retirement.
Supervisors who are actively educating themselves would likely recognize an employee who feels demeaned, angry and left without appropriate means for vocalizing that anger.
In such a case, the supervisor would immediately change his behavior and then seek help for the production-line worker. The production worker would have benefited from talking with a counselor to address the anger and, as important, learn the skills necessary to state his case.
Assertiveness skills, for example, would have enabled the worker to tell the supervisor how he felt and ask that the joking stop. It would also have empowered the employee to take his case to a higher manager or the human resources department if his request went unanswered. Early intervention and behavior changes, on all sides, may have prevented the crisis.
Fortunately, no one was permanently injured in this case. And, everyone can benefit and gain from the situation.
Your company received a clear signal that inadequate attention has been given to training supervisors and managers. That can be remedied. Training initiatives can help the company avoid similar situations - and could create an overall better working environment.
Your former supervisor was promoted because he had excellent skills. While his career has been derailed, he has the opportunity to improve his interpersonal skills and approaches to supervising.
It will take time, but he'll likely be offered advancement opportunities in the future if he learns from this and works to improve his understanding of others and their needs.
If the terminated employee receives help to resolve the anger and to become more assertive, his future employment opportunities will be significantly more satisfying.
Part of the supervisor's job is make employees feel good about themselves and their work contributions. Comments that demean, in any way, the work or the worker, damage the worker and, ultimately, productivity. Excellent interpersonal skills are required for excellent supervision.
LENGTH: Medium: 85 linesby CNB