Working with Line Managers

Intervening is very different to confronting. To intervene is to come between two things while confronting is to come face-to-face with. They may not sound too different, but I am sure that you can visualise the two situations.
Intervening is two people standing alone side-by-side, calmly problem-solving together. Confrontation evokes an image of two people nose-to-nose, chins out, and in an aggressive stance.
The team leader or manager has the responsibility to set the ‘mood’ for all discussions with subordinates. So the attitude they hold, and display, going into any discussion, goes a long way to creating the atmosphere that will prevail. This information may be common knowledge, but it is uncommon for all team leaders and managers to use it.
Addressing performance gaps early is crucial for the achievement of the organisation and the growth of the individual. Performance gaps often occur in relation to:
• Costs above budget
• Disruptive conflict
• External interference
• Failure to meet strategic or operational objectives
• Low or high turnover of labour
• Productivity below budget
• Quality, workplace health and safety, or environmental failure
• Work bans or go slow.
Briefly, we will review the main steps for each of the five processes – coaching, counselling, disciplining, giving praise, and recognising good performance following.
• Coaching
Coaching is undertaken by competent individuals in the workplace, who have the ability to motivate individuals from where they are, to where they need to be, to perform their jobs. It is used to help an employee improve their work performance. This avoids disciplinary action and often produces a great result. In the boardroom, as part of a project team, or as a personal or professional counsellor, all coaches use similar tenets and tools to help others excel.
There are a number of reasons for using coaching and mentoring. Each addresses
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new or emerging job needs, as well as updating knowledge, skills, or behaviours specific to the job. Coaches also work with individuals to provide practical, on- the-job experience, and guidance.
Coaches might implement these tools in different ways, but the common denominators present in most coaching relationships can have lasting effects on an employee’s performance, as well as on your own.

1. Prepare a Plan
   Coaching requires a clear vision and action plan to keep all participants focused on the outcome. Preparation of an action plan allows the coach to see when things are not progressing as required and changes can be quickly made.
2. Associate the Results with the Individual’s Goals
   If the individual is not motivated, then there will be little progress. If the results are linked to the individual’s goals, then they will be more inspired to achieve than if they are simply linked to the goals of the team leader or manager.
3. Practice the Key Skills
   Once you have established and taught the key skills, develop exercises that hone the specific skills and repeat often. People rarely, when giving a presentation, practice in front of a mirror. If they did, they would be able to correct swaying, fidgeting, and other small annoyances before being seen by the larger group.
4. Match the Roles to the Aptitude of the Individual
   Learn what comes naturally to the individual, what they like to do, and why. Suggest new or adapted roles for the individual. If team leaders and managers learn this about all of their teams, they will be able to fill internal vacancies better with already employed staff. Don’t be afraid to give someone new responsibilities or roles if their demonstrated traits suit what’s needed.
5. Be Appropriate
   The communication style used must be appropriate and moulded, or shaped to meet the needs of the individual being coached. This applies to word choice, voice tone, personal space boundaries, and the way you explain required actions and expectations.
6. Celebrate
   As goals are achieved and milestones passed, celebrate the accomplishments to
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   RTO Code: 91109 CRICOS 02623G
   Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
   3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
   info@ihBC.edu.au| www.ihBC.edu.au
   remind the individual of the value of what they have done. This will reinforce the expected behaviours and motivate for future learning.
   • Counselling
   Employees should be counselled on issues that become a concern to the team leader or manager. The principle of shared concern should be followed in these situations. Every situation cannot be corrected by counselling. One or two sessions will correct many, but many more will go on to disciplinary action or performance-improvement programs.
   The main focus of the sessions should be change. If the desired change cannot be achieved, then there is no reason to counsel. If the desired change is not achieved, the documentation prepared at the end of the session can be used to support a future personnel action and it will show that you attempted to help the employee improve before initiating a formal corrective action. However, the objective to be achieved is the primary determinant in planning the counselling.
   A counselling session must be planned and organised. The approach of the team leader or manager is one of the primary issues. The approach must be deliberately chosen by the team leader or manager.
   The following steps will be useful:
7. Note changes in performance, and on-job actions and behaviours. These could include changes in quality of work, hours – longer or shorter, relationships on the floor, etc.
8. Discuss your observations with the individual and determine whether the changes are job-related or personal.
9. Do not become personally involved in the issues of the individual. If professional help is required, assist the individual to get that help.
10. Focus on the work related issues if that is the issue. Stay calm, do not accuse, be objective and factual when discussing the performance changes.
11. Ask how the team leader or manager could help.
12. Work with the individual to develop timelines and goals for resolving the concerns.
    • Discipline
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    The organisation will have a policy and procedure to manage discipline. This must be followed to the letter. All disciplinary procedure should be reviewed with Human Resources before the intervention is commenced. There are a number of areas which are subject to legal concerns and should therefore, be advised before proceeding.
    Generally, the steps will include:
13. The first time such a warning is warranted, the individual is gently reminded of company policy on the issue
14. The second time, a sterner warning is given, often in the form of a written reprimand outlining past performance and the prior warning(s) given
15. The final warning is usually issued the third time, with a thorough accounting of employee performance and a clear understanding that violating the probation or not participating in the employee improvement program will result in dismissal.
    All warnings must be done in private so as not to embarrass the employee, with counselling offered on improving performance. The warnings should also be recorded in the employee’s personnel file. Also, warnings must carry weight behind them or they won’t be taken seriously; if a third warning is given, there should be systematic follow-through the next time serious disciplinary action is needed. Employee improvement programs should have an established time limit. The third warning should make clear what you expect in the way of performance improvement and over what timeframe.
    Get an agreement on goals and deadlines in writing and have the employee sign the form, so you have complete documentation on file. This written process forces you to analyse exactly what poor performance means to you. Misunderstandings about job duties will be brought out in the interview, as well as personal problems that are affecting performance. Sometimes these problems are temporary and can be worked around.
    • Guidelines for Delivering Effective Feedback
    One of the most basic findings in psychology is that rewarding a specific behaviour increases the likelihood of the behaviour being repeated. Praise serves as an important reward and motivation for good work.
    Praise strengthens the relationships a team leader or manager has with their direct reports. People want to know their team leader or manager cares about them enough to pay attention to what they are doing. They also want to know their contributions are genuinely appreciated.
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    RTO Code: 91109 CRICOS 02623G
    Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
    3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
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    Employees who frequently receive positive feedback for contributions are often more receptive to corrective feedback. The best managers know that balancing appropriate positive and corrective feedback are critical to helping employees stay on track. When managers show they have their employees best interests at heart, employees are naturally more open to hearing how they can improve.
    The following guidelines are a good guide for effectively giving positive feedback:
16. Be Genuinely Appreciative
    Every person on your team is doing part of your job for you. While it is important to recognise the true home runs of performance, don’t forget those who plug along solidly, every day, are committed to doing a good job.
17. Deliver from Your Heart
    Your appreciation of their efforts must be evident in your facial expression, your tone of voice, and how you phrase your words. You want your employees to know that the job they perform well is important to you, to your team and your organisation.
18. Deliver as Soon as Possible
    Don’t wait until the formal performance management discussion to mention something an employee did months ago. By continually observing performance, you can offer timely expressions of acknowledgement and appreciation. Genuin positive feedback helps people feel good about themselves and even more committed to doing a good job.
19. Be Specific By Describing the Exact Behaviour or Skill Along with Your Expression of Appreciation
    “Nice work, Jim”, is much less motivating than describing specific examples of what was done. Specific acknowledgement assures employees that you are truly paying close attention to what they do and how they do it.
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    RTO Code: 91109 CRICOS 02623G
    Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
    3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
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20. Acknowledging People Publicly
    Acknowledging people in public accomplishes two important things. The employee feels even better as they are recognised in front of their peers. In addition, public acknowledgement is one way of reminding other employees of what you want from them.
21. Positive feedback is an Effective Tool to Increase Employee Engagement and Promote a Positive Work Environment
    It can take only seconds to deliver, yet the impact of consistent, genuine, and appropriate praise can be immediate and long term.
    • Recognition of Good Performance
    A lesson learned early, is that rewarding a specific behaviour increases the likelihood of the behaviour being repeated. Employee recognition is a tool that reinforces and rewards the most important outcomes people create for your business. When you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organisation and the employee.
    Some guidelines to enhance your program:
    • Establish what performances or contributions constitute behaviour or actions that should be recognised
    • The criteria established must be available to all individuals employed to receive
    • Whoever is recognised must clearly receive specific information about what behaviours or actions are being rewarded and recognised
    • Everyone who performs at the level or standard stated in the criteria receives the reward
    • The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behaviour the employer wants to encourage.
    Avoid designing a system where managers ‘choose’ recipients for recognition. This type of process will be viewed forever as ‘favouritism’ or talked about as ‘it’s your turn to get recognised this month’. This is why processes that single out an individual, such as ‘Employee of the Month’, are rarely effective.
    Avoiding Termination
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    Sadly, there will always be occasions when an employee has to be terminated. Termination means cessation of the contract of employment between an employer and an employee, at the initiative of the employer within relevant industrial agreements. Therefore, a legal, considerate, and effective means of dispensing with the services of a member of staff must be found.
    Team leaders or managers may require the assistance of their superior on this. If there are policies and procedures in place, these should be drawn to the attention and carefully explained to the supervisor or manager, and support provided. If there is a Human Resources team, they should be involved in the training of the supervisor or manager.
    The Fair Work Act 2009 clearly states the requirements and processes that must be followed and information may be accessed at http//www.fairwork.gov.au. Most organisations have developed their procedure in line and reflecting the requirements of the Fair Work Act.
    It is important to treat employees in a legal and ethical manner while communicating the unacceptable issues and developing a plan of action for change. In some situations, normally outstanding employees may have situations that affect their behaviours and attitudes on a temporary basis. In other situations, employees may have been successful in moving through the hiring process, but have negative influences once hired and on the job.
    Some general advice includes:
22. Document All Issues in Writing
    Ensure that all details are included, attitudes clearly defined (eye rolling, loud sighs), and comments quoted. The more accurate the documentation is, the better the chances of defending the actions legally and morally.
23. Investigate Thoroughly
    Ensure that you thoroughly investigate all employee relations complaints. The performance improvement plan must relate directly to the employee’s behaviour and attitude with specific examples given.
24. Address the Performance Issues with the Employee Privately
    Address the performance issues with the employee in a confidential setting. Be very specific with examples of behaviour and attitudes. Since attitude is intangible, examples of the associated behaviours and actions should be presented. Refer to specific behaviour, rather than attacking character.
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    RTO Code: 91109 CRICOS 02623G
    Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
    3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
    info@ihBC.edu.au| www.ihBC.edu.au
25. Involve the Employee with Developing the Plan for Improvement
    Involve the employee with developing the plan for improvement. The goal is to have the employee recognise the behaviour and attitude issues, and to agree with the plan for improvement. Ask how you may help them to improve and what cooperation you can expect in return.
26. Plan to Follow Up in a Mutually Decided Time Frame
    This is an important part of the improvement process as it will provide the necessary information for the next step. If there is significant improvement, the plan is working.
    Recognising Excellence
    As noted earlier, recognition of good behaviour is an opportunity to build on the desirable behaviour. Most organisations would have a policy and procedure for this that must be applied. To review, the recognition needs to be as-soon-as-possible after the event, fair, available to all, and appropriate. There are many ideas available on the Internet for unique and interesting low or no-cost methods of recognising employees. Ensure that it is something that the recipient will value and that the presentation does not embarrass them.