Do you readily take over the work problems that employees bring to you? If you do, you're making a rod for your own back.
The moment you start doing employees' work for them, they'll find lots more problems to dump on you.
Here's a way to change that.
1.
Have a Clear Objective Your objective should be to continue to encourage employees to come to you but to do so armed with relevant information, suggestions and recommendations.
2.
Acknowledge Their Feelings It the employee is upset, depressed, demotivated or even excited, always acknowledge their feelings before discussing the problem.
A "Gimme the facts" approach will fail if emotions are running high.
3.
Hear Them Out Say "Tell me about it" or "What do you want to discuss?" or something similar.
Then listen.
Ask questions only for clarification.
Avoid judgemental comments.
Simply find out what's bothering the employee.
4.
Establish Perspective: The First Essential Question The essential first question to ask is "What's the worst thing that can happen if we don't resolve this?" This makes the employee think about consequences.
Don't offer suggestions.
Let the employee make them.
What may seem complex to your employee may be trivial to you.
And you may see important nuances that don't occur to your employee.
This process alone will help both of you to gain a broader perspective.
5.
What's Their Solution: The Second Essential Question "What do you think we should do?" This recognizes that you value employees' ideas.
And it makes them think of possible solutions.
Stay calm, polite and friendly.
Explore the value of employee recommendations as they make them.
6.
The Employee "Owns" The Problem Never, ever, ever say "Leave it with me".
Your employees must learn that you're not a dump bin for problems they find "too hard" or don't want to handle.
You may make suggestions.
You might even agree to contribute to the solution.
But it's an employee problem.
They are responsible for having it fixed.
7.
Agree On A Course Of Action With the employee, decide what needs to be done, by when, how and at what cost.
Determine what other people will be involved.
But make sure that the employee understands that the major responsibility for resolution is theirs.
8.
Monitor Effectiveness Agree on a date to check whether the issue or problem has been successfully resolved.
Arrange for the employee to report back to you on that date.
9.
If It Really Is Huge If the problem has implications or potential consequences way beyond the employee's responsibility, keep them involved.
If it's absolutely essential that you become involved, find ways the employee can help.
And ensure you commit to "keeping the employee in the picture".
10.
Prepare For Next Time Explain to employees that they should continue to come to you.
But that when they do, they should be prepared with accurate information, possible consequences and recommendations for resolution.
Conclusion An employee comes to you and says "I've just heard that Jack Frost the CEO of Arctic Engineering is livid because an urgent delivery of spare parts was 24 hours late.
" Do you want the employee to say "What do you want me to do?" or "Apparently our truck broke down and we couldn't fix it quickly.
I think either you or I should phone Jack personally and apologise.
I'll talk to our dispatch people about what we can do in the future.
Is that OK with you?" I know which I'd prefer.