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MRSC has joined with Janice Corbin and Janet May, Partners, Sound Employment Solutions, Rhonda Hilyer, President, Agreement Dynamics,and Bruce Schroeder, Employment/Litigation Attorney, Summit Law Group, to bring you the "HR Advisor" article series on employment and labor law issues affecting Washington local governments. The "HR Advisor" will feature a new article each month with timely HR management information and advice you can use.*
Can This Supervisor and This Team Be Saved?
January 2006
Rhonda Hilyer
Agreement Dynamics, Inc.
It's a classic. Who hasn't dealt with this situation?
George1 was hired by the public works department of a growing city nearly 24 years ago. He quickly became known as hard working, honest and technically proficient. Eight years later he was promoted to a supervisory position. Even though he was quiet and not much on social skills, he seemed to have a good working relationship with his crew.
Over the last year things have really soured. Half the crew retired and George found himself supervising 20-somethings along with a few remaining "old-timers." When friction developed between the generations George mostly let them deal with it amongst themselves. When he did intervene it was usually to tell the young guys to learn from the seasoned veterans who'd "been around the block a few times." When the newer employees complained that the older workers were using outdated methods, George just shrugged it off. To him these "young kids" always questioned everything and didn't seem to have the same respect for authority as his generation.
Then Cheryl was transferred to George's crew. Things really went downhill fast. George had never supervised a woman and he wasn't sure how to act. So he kept his distance. Even though he minimized his own interactions with Cheryl, he made sure she wasn't mistreated by the guys. He told them to "be nice" to her. One day Cheryl and Ed (a 27-year-employee) got into a yelling match. Both called each other names and used profanity. George gave Ed a written reprimand for "cussing at Cheryl." Ed filed a grievance claiming disparate treatment and "reverse discrimination," since Cheryl got no discipline for the same behavior. Cheryl filed a complaint with HR alleging a hostile work environment and that George isolated her and allowed her to be ostracized from the rest of the crew.
An investigation was conducted and other allegations surfaced. For example, the younger workers claimed George allowed "his buddies" (the older workers) to do whatever they wanted, including taking long lunch hours, not wearing safety gear, not attending trainings and not using modern techniques to enhance safety and effectiveness.
The entire crew was sent to conflict resolution training and George got additional supervisory training. Unfortunately, neither effort worked. Nothing changed except more grievances and charges were filed. Animosities escalated.
In this case, some training was needed, but the timing and focus were off. Training by itself rarely fixes this level of dysfunction. What did work here was a four-step approach that can often save both the supervisor and the team.
Using the acronym A.C.T.S., the four steps are:
- Assess and Develop an Action Plan
- Communicate and Coach for Results
- Train with Tools that are Customized
- Systematize Accountability
How did the A.C.T.S. approach work in this case?
Assess and Develop an Action Plan
First, George and his crew were interviewed individually by the consultant. His manager and the HR Director also provided input and information.
All parties understood that the interviews were not fact-finding or investigatory in nature and that when requested, confidences would be maintained. With trust-building interview techniques, all individuals opened up and gave their perspectives as well as their fears and even offered suggestions about how they could have acted differently. The interviews were both informative for the consultant and cathartic for the participants. They provided insights into what interventions and actions would be needed to achieve positive outcomes and whether an intervention effort was likely to succeed. From this information, a set of recommendations and an action plan was developed collaboratively with HR and the public works manager.
Communicate and Coach for Results
People need to know not only why they are being coached and asked to change but how it will benefit them. In this case, George and his crew were told that individually and sometimes as a group they would receive coaching to resolve ongoing conflicts in ways that respected each other individually and that contributed to their job success and enjoyment. At first, this stated goal was met with skepticism. No one really saw how they could get out of their downward spiral and work together positively. Incrementally, as the coaching process proceeded, hope sprouted and then blossomed as they experienced results. What specifically took place during these coaching sessions? That will be detailed in our next segment to be posted April 1, 2006, entitled "Highly Effective Coaching Techniques."
Tools and Training Customized for Results
Training needs to reinforce coaching efforts by providing a few specific tools that employees and the supervisor can regularly use. In this case, only one training was necessary. Together the group participated in a four-hour training titled "Success Signals." They learned to understand and appreciate how they each preferred to communicate, how to best approach one another and problem solve proactively. They had fun while gaining confidence that they each could use these communication tools successfully.
Systematize Accountability
For lasting results, everyone needed to see that progress would be measured and all would be held accountable to do their part in effecting needed changes. In this case the group met quarterly for one year in a facilitated session that also included the department manager and the HR director. They discussed progress and setbacks and agreed on strategies to keep the positive momentum going. They also developed a feedback form that they use every quarter to assess their own progress and that of their team members. Two years later, they still meet quarterly for 2-3 hours to share feedback and discuss specific ways to enhance working relationships. These sessions have become opportunities for more than progress assessment and accountability. They have evolved into celebrations of success, teambuilding and goal setting. Crew members and the supervisor all report that they enjoy and look forward to this dedicated time.
Today, George and his crew are more productive and supportive than ever before. They understand and respect each other's strengths and they accept each other’s weaknesses. George has evolved as a supervisor and his crew views him as a trusted mentor.
Rhonda Hilyer is president and founder of Agreement Dynamics, Inc. She is an internationally acclaimed consultant, trainer and facilitator specializing in communication, conflict resolution teambuilding and leadership. She works extensively with all levels of government, non-profits and private-sector companies.
Rhonda Hilyer’s workshops have been rated #1 by numerous groups including the Southwest Leadership Conference, University of Washington Staff Effectiveness, Information Managers Associates Conference, Association for Continuing Legal Education Administrators, and the Northwest Floral Association. Her program on communication styles began airing on public television in 2000. Her best-selling book Success Signals is in its fifth edition and is being used by dozens of organizations as a valued resource.
1This is a true story. Only the names have been changed to protect confidentiality.
| Bruce Schroeder is an employment / litigation attorney with Summit Law Group, Seattle. Bruce's practice is concentrated on representing management in the entire range of employment law matters. More. |  |
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Janice Corbin is a partner with
Sound Employment Solutions, LLC, Seattle. Janice has over 15 years of
human resources experience with the Seattle Police Department and the
International Harvester Truck Company and has worked in the law enforcement
field for over 22 years.
More. Janet May is a partner and attorney with Sound Employment Solutions, LLC, Seattle. Janet has over ten years of experience in the labor and employment law field, and has represented both management and labor. More. |
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| Rhonda Hilyer, President and Founder of Agreement Dynamics, is an international consultant with a reputation for helping convert traditional, conflict-based environments into productive, collaborative ones. More. |  |
*The Articles appearing in the "HR Advisor" column represent the opinions of the authors and do not necessarily reflect those of the Municipal Research & Services Center.