The stress that comes from supervising troubled employees differs from most other kinds of stress you might face in your job. Because you spend so much time at work, you may grow attached to your staffers and feel a deep sense of concern if they suffer from emotional wounds. And you may assume that it's your job to help make their problems go away-or at least free them up to function more effectively.
In fact, your job as supervisor is simply to guide people to perform their best work. You cannot diagnose their problems--much less solve them.
Don't diagnose. Do not try to act like a psychologist. You're not qualified to give advice to someone who faces a serious problem.- Get get too personal. It's also important not to divulge personal information or experience in an attempt to bond with the employee. You may do more harm than good by trying to connect with someone who requires professional counseling. Example: If you're told, “You have no idea what I'm going through,” the best response is, “Well, I can guide you to someone who can help you.”
The key to supervising troubled employees is to meet with them privately so that they acknowledge their demons. Whether they're torn apart by personal tragedy, struggling with substance abuse or battling mental illness, you want them to admit that they need help. The sooner this happens, the sooner you can refer them to the EAP so that they begin the road to recovery.- You'll need to compartmentalize to manage your stress. You cannot take your employees' problems home with you, as much as you care for their wellbeing. A good technique is to use your late afternoon commute as a chance to put closure on your workday so that you no longer think about it when you arrive home.
It's True! The greatest source of stress for supervisors with troubled employees is when they become involved on a personal level with the individual's difficulties. It's hard enough to confront employees and urge them to get professional help, so don't exacerbate matters by getting too caught up in their lives.
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Tip Maintain an updated database with each employee's attendance record. Also set measurable productivity standards for your staffers and track them monthly. Armed with this data, you can quickly spot declines in one's baseline performance-an early indicator of personal trouble.
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