|
|
|
Stay Out of Hot Water - Control the Temperature
Business owners and managers simply can’t afford to
ignore problems with team members. To do so is to risk exposure to
expensive lawsuits that few SMEs can afford. Problems with individuals
can also lead to lower team morale, a loss of productivity and the
departure of key team members.
There are some precautions that
can be taken to lessen the likelihood of a situation getting so far out
of control that it can’t be contained. A lot of it has to do with
communications. Have a written policy and procedures manual for the
business and be sure every team member gets a copy. Take everyone
through it step-by-step until you’re certain it’s clearly understood.
Give every new team member a copy as part of their induction.
Put a human face on management and remember that everybody has their own
feelings. Get to know the members of your team as individuals - their
names, their interests, what they enjoy and what they dislike. It makes
it easier to understand how they react to situations and head off
disagreements.
Be consistent in your approach
to setting and enforcing standards of behavior. What applies to
one should apply to all in any workplace. There’s no greater sin of
management than to ask one standard from the team and abide by a lesser
standard yourself. If you’re dipping into the petty cash don’t be
surprised if others follow your example.
There are some things in every business that have to be kept
confidential, but a climate of secrecy in an organization isn’t good for
team morale. Nor is it a good idea for management to remain aloof to
inputs from others in the business. Create a system that permits
complaints to flow upwards for consideration and learn about problems
before they become too big to handle.
It might be uncomfortable for management to learn about something
improper within the business that had gone previously undetected but
don’t shoot the messenger on these occasions. If a team member comes to
you with this kind of information be grateful rather than getting angry.
And if there is a problem get onto it quickly.
Keep disciplinary matters quiet - if you’re giving somebody a warning
about their performance keep it between the two of you. Once an issue
‘goes public’ you’re embarrassing your team member and giving them cause
to feel a grievance, even if they were originally the one at fault.
Don’t play favorites or conversely allow a situation to develop where
the same person always gets blamed for problems. Treat every team member
as an equal although it’s alright to recognize superior performance, but
even then don’t go overboard. Be firm but fair in your dealings with
everybody.
Do make sure every team member
knows where they stand. If their performance falls below what’s
reasonable have a confidential discussion and suggest ways their
performance can be improved. Reward exceptional achievements and be sure
the team member knows exactly why you’re so pleased.
The annual performance review is a good place to stop and take a look at
how members of the team are performing. It’s also a good opportunity to
find out if there’s anything bothering them that you should be aware of.
Record everything in writing so
you can access the details at a later date. If you should ever
happen to be sued by a former team member you'll need to be able to
explain what happened and provide a factual basis for your actions. This
practice of keeping written records should be extended to every
significant management decision you make just in case it has an impact
on a team member.
Remember too that discrimination on the grounds of race, religion,
appearance or anything other than criteria directly related to the job
is out. It’s amazing how often old prejudices can resurrect themselves
and lead to unfair and ultimately very expensive management decisions,
so if you see any hint of such behavior stamp it out immediately.
There are no sure-fire guarantees that any workplace will be free of
problems, but by following these guidelines you’ll have a much better
chance of getting you - and the business into hot water. |
|
