ROANOKE TIMES
Copyright (c) 1997, Roanoke Times
DATE: Sunday, January 12, 1997 TAG: 9701110011
SECTION: BUSINESS PAGE: 2 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: My immediate supervisor repeatedly "forgets" to tell me about important changes. He's forgotten to mention benefit and company policy changes, as well as changes concerning clients' jobs and bids. It's a long list of "forgets." We have a good relationship, but he doesn't understand how important this is or how frustrated I am.
A: Most supervisors started work as good, nonsupervising employees. Early on, they became used to keeping most information to themselves. While effective, early on, it later wreaks havoc on secretaries and assistants.
It's difficult for supervisors - or any of us for that matter - to change bad habits. You need instant results -readily obtainable if you institute system changes, many of which will bypass him.
Make a list of the most recent changes your supervisor neglected to disclose. Set aside time for a meeting with your supervisor, making sure you'll be free of interruptions.
When you meet, focus on finding solutions, not on restating his failures. Begin by asking for his help in reviewing your list. Go through the list, item by item. Look for alternative ways you can access information. For example, is it possible to review his incoming mail and copy items directly affecting you? Can the human resources office include you on the same mailing list as your supervisor? Can you access, review, and print his relevant e-mail?
For areas outside your direct access, such as his meetings with clients, create easy-to-implement systems to flag changes. For example, would your supervisor carry sticky notes and post them on altered documents? That way, when a document has been changed he can flag the appropriate pages and give the document to you on his return. At the end of each day, ask for 10 minutes of his time. Go through his calendar line by line. Ask if anything was discussed in those meetings that you should be aware of.
When your supervisor does remember to keep you in the loop, even if you already possess the information, give him positive feedback. You want to help him learn to do his job better. Until he does, keep several avenues of information open.
Q: A new supervisor recently changed policies which negatively impact several of us. We have a grievance procedure, but I'm reluctant to use it. I'd be willing to file a grievance if everyone else does, but not on my own. How can I persuade my co-workers to file?
A: Before enlisting your co-workers, conduct a thorough investigation yourself. Review the policy as it was before it was changed. What did you lose with the policy change? Identify specific negative consequences that accompanied the change. What is the stated and implied purpose of the change? Once you've reviewed the change, review your organization's grievance procedure. What, specifically can you complain about? What course does the process follow? Could you implement early phases of the process without calling it a grievance? For example, should you first talk with your supervisor? Is talking with your human resources officer a logical move?
Your discussions with these individuals may give insights which will change your opinion of the policy change. Having analyzed the policy change, the grievance procedure, and met with those responsible for the policy change, you're in a better situation to determine how far you're willing to pursue the matter.
If you still want to pursue a group grievance, meet with your co-workers and review your findings. Explain the steps in the process. Ask them to consider your information and join with you. If others are unwilling to complain with you, decide if you can pursue the matter on your own. If you feel strongly about the matter, you may not feel satisfied until the process has been completed. While a sometimes-difficult process, independent grievances bring satisfaction even if the final results aren't what you wanted. If you have to file a grievance alone, ask your family and co-workers to serve as your support system while you move ahead. If you don't pursue the matter, accept the policy and move forward. Repeatedly revisiting the issue without addressing the problem creates a toxic environment. When that happens, the supervisor and the policy are no longer the problem.
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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