Leadership Spring 2017

LEADERSHIP Spring 2017

Styles of Communication pg. 4 Becoming a Better Leader by Developing Your Counseling Skills pp. 6-7

Letting an Employee Go Success Secrets: Keys to Tapping Your Potential Addressing Employee Substance Abuse

Leadership Spring 2017

MINES & Associates 10367 West Centennial Road Littleton, Colorado 80127 800.873.7138 www.MINESandAssociates.com

A word from your Account Management Team...

Welcome to the Spring 2017 issue of Leadership!

We here at MINES hope that quarter 1 of 2017 has been great and are here to support your leadership goals for the rest of the year.

This issue we tackle some tough supervisor topics and help develop your leadership skills.

First, lets start with the developing the leader within. Head to page 4 for “Styles of Communication”, then page 6 for an article on the importance of developing counseling skills to become a better leader. Next, page 8’s article “Success Secrets” offers some practical elements of achieving goals.

Then finally on page 10 the article “Coaching: What Makes an Effective Coach” offers tips on how anyone can be a better coach to their co-workers.

We also cover some stark yet very real responsibilities of those in leadership positions. On Page 5 “Letting an Employee Go” covers basic considerations as you navigate the termination process. Next, on page 11 “Addressing an Employee’s Substance Abuse Problem” covers what to document and how to respond when you suspect an employee may be struggling with substance abuse.

If you are currently dealing with layoffs or employee substance abuse issues, you don’t have to do it alone. MINES can help with termination scenarios and work performance referrals to address substance abuse issues as they arise.

Please call us at 1-800-873-7138, we are here to help.

To your health!

– The MINES Team

. . . . . . . . C r ed i t s . . . . . . .

Life Advantages - Author Delvina Miremadi © 2017 Styles of Communication pg. 4 Letting an Employee Go pg. 5 Becoming a Better Leader by Developing Your Counseling Skills pp. 6-7 Coaching: What Makes an Effective Coach pg. 10 Addressing Employee Substance Abuse Problems pg. 11 The Staywell Company, LLC © 2016 Success Secrets: Keys to Tapping Your Potential pp. 8-9

2017 Total Wellbeing is your way to connect the dots between the 8 core dimensions of wellness: Physical, Occupational, Intellectual, Environmental, Financial, Social, Spiritual, and Emotional Wellness. Understanding these dimensions is the first step toward a sense of complete wellbeing. In 2017 we take this concept of wellbeing and tie it into the bigger picture, your community. Your community’s wellbeing and your own are tied together in a two-way street. Simply, you influence others, and in turn they influence you. All year we will be looking at ways to strengthen your connection with your community by providing information, insight, and resources to help you on a personal level along with ways to give back to the community so that we can all help each other be well and flourish!

Total Wellbeing Community

In 2017 we aim to build on the concept of communal wellbeing. We will be providing resources, stories, and tools to help you stay well and it turn help those around you with their wellbeing. Check out our articles in this magazine and head to minesandassociates.com/ newsletters to check out our monthly newsletter with even more great wellness information.

Enhancing Social Wellness Inspire Wellbeing

The 8 dimensions of wellbeing don’t just apply to one person, they apply to our entire society. Social influence is a huge factor that contributes to each of our levels of wellness, but it all starts with the individual. With this in mind, our challenge to you in 2017 is to see how you can not only enhance your own wellbeing but those around you as well. Get out there, get involved, be well, and see if you can’t inspire your friends and loved ones to do the same. Game on!

Total

Wellness Webinars

Support from the experts

Wellbeing

Join our partner, Brown Richards, for any of their monthly webinars. 2017 will cover great new topics ranging from improving your credit, having a stress free summer, turning negatives to positives, and much more! Visit our website to learn more, or register for upcoming events at www.minesandassociates.com/webinar.

Is there a topic you’d like to see us explore? We’d love to hear from you.

Shoot us an e-mail at communications@minesandassociates.com and let us know what you’d like to see.

www.MINESandAssociates.com | 800.873.7138

Styles of Communication There’s a lot more to communicating than just knowing how to string words together and provide straight-forward answers to questions. It’s important to recognize that there are many different ways to communicate and that each way is dependent upon the individual. Whether you’re a manager working with a team or a team member working with your coworkers to reach a goal, here are the different communication styles you might encounter:

The Director

• Looks for direct lines of communication and stays focused on tasks.

• Makes decisions quickly, confidently, and practically.

• Can be dominant in discussions, which may lead to being impatient and insensitive.

• Doesn’t like being questioned, especially if he or she is the one providing directions.

• Doesn’t waste time and sets goals to get things done quickly.

The Team-Player • • • • • •

Supports others.

Has an enthusiasm that makes the individual approachable.

Speaks with animated gestures.

Is willing to make changes and be creative to reach goals.

Thinks out loud and involves others in decisions.

Desires to support others and is sensitive to their needs, making the person vulnerable to criticism.

• Decisions are based on personal wishes, needs, and desires and often lack details and follow-through.

The Contributor

• Tends to support the decisions of others rather than provide his or her own direction.

• Is dependable, relaxed, and supportive.

• Listens carefully to what others have to say and provides genuine responses.

• Can be seen as being too passive or indecisive, because of his or her support of others.

• Doesn’t always share true feelings to keep from creating confrontation with others.

The Thinker • • • • •

Is always prepared, ready to analyze, and searching for the details.

Likes to make lists so that he or she can keep all of the facts out in the open.

Strives for accuracy when trying to get his or her point across.

May be too cautious or inflexible when it comes to making decisions.

Adheres to high standards that others might find critical or insensitive to the needs of the group.

• Likes to ask questions and look for solutions to problems that others have overlooked.

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Did you recognize what style of communicator you are? Did you determine the styles of your coworkers or managers? Once you recognize the differences between how you and others pass along and interpret information, you can begin to see where there are positive and negative relationships between those styles and how to build solutions to any problems that stem from different styles. M

Letting an Employee Go Before Termination Before you let an employee go, make sure that you have spoken with the employee about the areas where he or she needed improvement, set goals with the employee regarding those areas of improvement, and documented the discussions you had about these issues.

If improvement has not been made and you make the decision to terminate the employment, familiarize yourself with the reasons for termination. In addition, consider administrative items like final pay, employee benefits, references, and turning in company property.

“Try to avoid the employee leaving in anger. There probably will be hurt feelings, but by using a compassionate nature and stating the reasons for the termination, you can help the employee understand why the measure has been taken.”

During the Termination Meeting When you decide to terminate an employee, set up a termination interview. Make sure that it doesn’t fall around holidays or special days for the employee, like an anniversary or birthday. You should also let the employee know the reasons behind the termination, so be prepared to talk about them. Also, let the employee know that the reasons for termination have been reviewed and agreed upon by the proper superior(s).

The termination interview should be held in private, with the person who is giving the news behind the desk. Be understanding to the employee, and inform him or her of any additional services your organization may offer to assist in finding new employment.

Try to avoid the employee leaving in anger. There probably will be hurt feelings, but by using a compassionate nature and stating the reasons for the termination, you can help the employee understand why the measure has been taken. In addition, employees can better move on when they know the areas they should improve upon.

After Termination

Document what was said during the termination meeting, taking into account what both parties said and what was agreed upon.

Remember, it is very important to always follow your company’s policies and to seek help and direction from Human Resources. Additionally, if you are facing layoffs at your organization you can always ask your Employee Assistance Program for assistance in policy and support functions.

Call MINES and Associates for more information if you need any assistance at 1-800-873-7138. M

Spring 2017 Leadership

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Becoming a Better Leader

by Developing Your Counseling Skills Counselors have a unique skill when it comes to listening to others and helping them make decisions without ever having to tell them directly what they should do. By fine-tuning your counseling skills, you will be better able to connect with your subordinate employees and help create a positive and productive team.

When employees don’t feel understood or cared for, the work environment suffers. Follow the tips and techniques below and you will learn to communicate and listen to your colleagues so your group can flourish.

Effective counselors:

• Listen to and take employees’ feelings seriously, even when the issue at hand seems miniscule or small.

• Try to increase the self-esteem of the individuals around you. This includes supporting and building up employees who may feel unsure of themselves or insecure in the group.

• Ask employees for feedback. What do group members think about a project, or feel about a certain task? Effective counselors gather feelings, ideas, and answers to problems from others. In addition to showing that the leader cares, this can give the supervisor guidance on how to lead the group, and maybe illuminate solutions that the leader didn’t have before.

• Demonstrate patience, respect, and care for colleagues. They also keep confidences with those who have talked about private matters.

• Allow for open discussion (where employees are given full attention) and don’t monopolize conversation or act like the expert.

• Divide out tasks to group members so that they may make decisions. This will show employees that they are trusted in and can solve their own problems.

• Give out work after considering each employee’s skills, values, likes, dislikes, and goals.

• Listen to complaints and don’t be quick to pass judgment. Then take time to reflect before responding.

• Have a sense of humor.

• Show understanding to what co-workers are going through in their personal lives.

• Understand when mistakes arise. Then support and encourage rather than yell and belittle.

You probably already have certain characteristics of an effective counselor, but there may be other traits that you want to further develop. Pick some items out of this list, and work on addressing one or two a week. Take time to review this list regularly and reevaluate how you are doing as a counselor as well as a leader.

The following is a list of elements to keep in mind when counseling an employee.

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Leadership Spring 2017

Listen Carefully Listen to the person without judgment. Try to understand his or her perspective, and aim to listen with empathy.

Share Your Story After you’ve listened to the person’s experience, think about times you went through a similar problem. This shows employees that their feelings about the situation are normal, and they aren’t alone in the way they feel. For instance, when you say, “I remember when I was turned down for a promotion I really wanted…” or, “I remember once when I didn’t put my best foot forward in a meeting either…” you can help ease some stress in showing you understand.

Suggest Looking Forward Invite the employee to think about what has been learned from the experience. Note that the experience gave valuable information to help the person move forward with new knowledge. Ask how he or she can avoid the same problem in the future and how this new knowledge can help the employee achieve their goals.

Refrain from Giving Advice Giving advice can backfire. If you suggest doing a certain thing, and the outcome isn’t what you said, the employee could feel angry, hurt, or even more disappointed. Instead, ask employees what they think is the best thing to do. Listen to their reasoning, and invite them to choose what they think is best.

Motivate the Employee Don’t accept excuses for poor performance during this time. Tell employees that it’s important to maintain reasonable performance in spite of the problem.

Help Locate Other Counseling Avenues If your employee is still distraught and the problem appears more serious, help the person locate professional counselors or referrals.

Check with your Human Resources Department to find out what your company provides or suggests.

Follow Up After some time has passed and your employee has had a chance to recoup, check back in. Reinforce the individual’s progress with praise and enthusiasm. Ask if the employee is considering any further steps toward resolving the problem. If little or no improvement has been made, see if disciplinary or other procedures are necessary. Talk about how the future looks from here. M Spring 2017 Leadership 7

Success Secrets: Keys to Tapping Your Potential

Success is the business of trying to improve the things you do. Success is growing and developing. It’s accepting bigger and greater challenges. And it begins with having a dream.

“To find your dream, ask yourself what your passion or purpose is and then pursue it,” says Jeff Mayer, author of Success is a Journey: 7 Steps to Achieving Success in the Business of Life. “After you have a well-defined purpose and know what you want to do, a master plan of action -a business plan, if you will, for your future - is essential.

Finally, you must have persistence to stick with it and make it happen.”

Keys to success

Mr. Mayer spent three years studying the skills, talents and characteristics of successful people.

“As you look at the list of talents and characteristics that follow, you’ll realize you possess many of them yourself, and those that you lack, you can acquire,” says Mr. Mayer.

• Successful people have ambition. They want to accomplish something. “They have commitment, pride and selfdiscipline,” he says. “They’re willing to work hard and to go the extra mile.”

• Successful people are strongly motivated toward achievement. “People who excel in life are those who produce results, not excuses,” he says. “They take great satisfaction in accomplishing a task.”

• Successful people are focused. They concentrate on their main goals and objectives, and they don’t get sidetracked. “Successful people focus on those things that are most important day in and day out,” he says. “As a result, they’re not just busy, they’re productive.”

• Successful people learn how to get things done. They use their skills, talents, energies and knowledge to the fullest extent possible. They do the things that need to be done, not just the things they like to do.

• Successful people look for solutions to problems. “They are opportunity-minded,” he says. “When they see opportunities, they take advantage of them.”

“Successful people learn how to get things done. They use their skills, talents, energies and knowledge to the fullest extent possible. They do the things that need to be done, not just the things they like to do.”

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Leadership Spring 2017

“Successful people work with and cooperate with other people. They have a positive, outgoing personality. They surround themselves with people who offer them help, support, and encouragement.”

• Successful people make decisions. They think about the issues and relevant facts, give them adequate deliberation and consideration, then make a decision. “Americans tend to be action-oriented, so the idea of spending work time thinking instead of working seems unproductive,” says Mr. Mayer. “But thinking before you act or decide is essential.”

• Successful people have the courage to admit they’ve made a mistake. “Don’t waste a lot of time, energy, money and/or other resources trying to defend a mistake or bad decision,” he says. “When you make a mistake, admit it, fix it and move on.”

• Successful people are self-reliant. They have the skills, talents and training needed to be successful.

• Successful people have specific knowledge, training and/or skills and talents. “When they need information or skills they don’t possess, they find someone who has them, then find a way to interact, partner and draw from the person’s experience,” Mr. Mayer says.

• Successful people work with and cooperate with other people. They have a positive, outgoing personality. They surround themselves with people who offer them help, support, and encouragement.

• Successful people are enthusiastic. They’re excited by what they’re doing, and their excitement is contagious.

People want to work with them, do business with them and be with them. “It’s easy to be enthusiastic if you like what you do,” says Mr. Mayer. “And let’s face it, life is too short not to like what you do for a living.” M

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Spring 2017 Leadership 9

Coaching: What Makes an Effective Coach?

As a manager, supervisor, or team leader, you probably have valuable experience that can to be shared with your co-workers to create a more effective team. But experience alone won’t make you an effective coach.

“Recognize... Ask... Look... Give... Set... Hold... Remind... Provide...

Define... Understand... Keep... Do... Encourage... Build.”

Below is a list of other tips and techniques that are important for you to learn in order to mentor and support your team well: • Recognize and develop your employees’ strengths.

• Ask for ideas and listen to what your team members share.

• Look at your employees as partners who drive the success of your organization.

• Give your employees recognition when they succeed.

• Set and model workplace performance.

• Hold your team members accountable when they don’t meet organizational expectations.

• Remind everyone of their roles and responsibilities.

• Provide training opportunities and additional support programs.

• Give your team members the room to do their jobs.

• Define priorities and expectations for each employee.

• Understand that you’re a role model and can positively and negatively influence the workplace.

• Keep things said to you in confidence, except when such information is illegal.

• Give clear reasons behind your decisions.

• Provide notice to your employees in advance of the changes that are coming in your company.

• Set meetings to discuss workplace performance with each team member.

• Do your part to protect employees from harmful, on-the-job stress.

• Encourage your employees when they feel overwhelmed by or lost in their work.

• Build trust with your team members at every opportunity.

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Addressing Employee Substance Abuse Problems

If you suspect drug or alcohol abuse in the workplace, take the following steps to address the issue:

1. Write down the employee’s behavior and performance details that lead you to believe that substance abuse is taking place. Don’t use assumptions, but use facts and specifics about conduct. Keep an ongoing record.

2. Ask your human resources department for advice. See if there are substance abuse recovery programs that you can offer and find out how you should handle the situation by employee policy and/or union rules.

3. Meet privately with your employee and a high-ranking witness (a supervisor or a human resources manager).

4. Use the documentation you put together as the first step in talking about your concerns.

5. Tell the person what he or she needs to do to continue his or her position. Talk about expectations for: • job performance • behavior

• attendance at a support group or treatment facility

6. Find out if unpaid leave is an option while the individual recovers. Talk to the individual about options.

7. Put together a counseling memo and the recovery process that was agreed upon. Include the conditions (a list of required actions/behaviors, a deadline or timetable that maps out improvement, and when progress reports will be administered). Next, write down what will happen if the employee fails to behave acceptably. Then have your employee sign it.

These steps will enable you to help the person with the substance abuse problem, leading to a healthier and more productive work environment for everyone. M

Editors note: If you have an employee that you know or suspect may have a substance abuse issue, please call us at 1-800-873-7138 and talk with us. We can discuss possible options to address this situation including Work Performance Referrals and substance abuse programs that can help get your employee back on track as quickly, safely, and costeffective as possible.

Spring 2017 Leadership 11

A note to Supervisors...

From time to time, situations arise when a supervisor is not sure how to respond to a particular behavior.

The Employee Assistance Program is available on a 24/7 basis for consultation on issues such as: referring an employee to the EAP, how best to respond to and manage difficult behavior in the workplace, and whether training or some other form of group intervention (such as an organizational intervention or a conflict resolution) may be helpful for a particular situation. The EAP can serve as an ally to anyone who is working with a troubled employee.

• 24/7 supervisor consultation regarding problems in the workplace

• Assessment of behavioral risk on the job • Return-to-Duty conferences

• Advisory services in writing, revising, and implementing policies

• Supervisor and Manager training

• Unlimited formal Work Performance Referrals

• Coaching for management and leadership skills

• Conflict resolution for supervisor-employee problems

MINES believes that employees are an organization’s most valuable resource.

Your EAP is always available to provide you and your employees with support.

The MINES Team

Questions? Reach us at 800.873.7138 | www.MINESandAssociates.com