How does your thinking need to change?

Just when we had thought he wasn’t suited to be a supervisor, a course participant changed his ways and makes an amazing turnaround. His aggressive behavior was related to a self-esteem issue. Once he moderated his behavior, the morale and productivity of his team improved.

Employee performance issues were related to the supervisor’s defensive behavior

In our confronting and correcting session we teach supervisors the proper approach to confront and correct an employee whose behaviour and performance are below expectations. In the same way as front line employees who aren’t performing, the supervisor themselves may not be meeting the expectations placed on them as a leader.

Frequently the behaviors of the work group are a reflection of the supervisor’s leadership style. For example, negativity in the work group is often linked to negativity and sarcasm in the leader.

Stan’s Story

One supervisor taking part in an on-site leadership training program we were delivering was struggling. Almost since the course began this particular supervisor (let’s call him Stan, not his real name) said the course was useless and the assignments were stupid. I asked to meet Stan at one of the coaching sessions we arranged prior to the start of each workshop.

At the coaching session Stan told me what the problem was with the course. “I just don’t get it,” he said.

“What don’t you get?” I asked.

“I don’t get the course and what you are asking me to do,” he replied.

During a previous management coaching session for the managers of the course participants, Stan’s boss expressed his concern for Stan’s supervisory performance. “Stan is great technically, which is why we promoted him, but he doesn’t know how to lead people.” When asked for specifics, the manager continued, “Stan’s employees have been telling me they don’t like working for Stan. They say he is moody, difficult to approach, and focuses on their mistakes, never offering praise.” He went on to say that many employees made a point to tell him how much better it was when Stan was away on vacation.

During the training sessions I noticed that Stan did not take many notes, and those he did take were minimal. He would just stare with a neutral or grumpy expression. I had a hunch that Stan’s behaviour was defensive and asked him if he had any challenges related to the paperwork, either reading or writing. He reluctantly admitted that he did have challenges with the paperwork. Stan went to work in manufacturing partly because he didn’t like school preferring to work with his hands. Stan had low literacy skills and he was self conscious about it. In order to keep people from learning his secret, he compensated by being aggressive. In Stan’s mind, the best defence was a strong offence.

I suggested that he simply sit in the session, listen to the content and then apply what he heard on the shop floor. I offered to meet with him again to discuss what he applied and to complete the Application Journal we required for each topic. Two more training sessions came and went. Stan showed up for the coaching meetings only to admit that he couldn’t recall applying anything from the training.

I was concerned and shared with Stan that he needed to apply what was discussed in the course. Stan was asked to meet with his manager to discuss his future as a supervisor at the company.

“Stan, I promoted you because I saw leadership potential in you,” the manager said. “The way you treat your people needs to change if you want to continue being a supervisor.” Stan’s manager told Stan that he still believed that Stan could play a role in the leadership team if he was prepared to change.

As an interesting side note, Stan’s manager had also changed his own leadership style during the training. He shifted from being autocratic and difficult into a more coaching and approachable style. He was now passing along this personal lesson in leadership to Stan.

Stan showed up for our coaching session just prior to the final training session. He was smiling and held in his hand all the Application Journals from the entire course, carefully documenting how he had applied every single topic covered in the training. I wasn’t sure if the handwriting was his own, however it turned out that Stan, in the past 30 days had consciously applied himself.

The results were dramatic. Stan’s workgroup was happier and their productivity was up. Stan made a point of talking to each person, asking about things outside of work. He got less upset when mistakes occurred and was more approachable and helpful. He even reported that he was happier at home.

It illustrated to me that every person is capable of change with the right mix of consequences and encouragement. You never know when you might observe a breakthrough.

When you think about the behaviors of leaders in your organization, how do they support or work against the culture you desire?

Article by Greg Schinkel, President Unique Training & Development Inc.

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