Skillful Communication Eases Problem Solving

03/07/07

When you meet with an employee to discuss a problem,

Establish the facts of the situation. Listen carefully; don’t interrupt. If necessary, let the employee “vent.”

Ask probing questions to uncover the real reason for the dissatisfaction. Address the employee’s concern.

If you can’t accommodate a request, provide good reasons why not.
Make sure the employee understands your explanation.

And remember: Whether dealing with employees in a formal grievance meeting or a casual conversation designed to head off problems, listening skills are at a premium—along with a manager’s good-faith effort to resolve a dispute.

Let’s look at a typical conversation about a problem.

Employee: “ . . . and you told me twice that I could do more programming work.”

Supervisor: “So you feel I haven’t been dealing fairly with you because you believe I have not followed through on a promise.” [The supervisor restates the concern to make sure she has the facts right.]

Employee: “That’s exactly right.”

Supervisor: “I remember telling you once or twice that if your skills improved, you could spend time programming. Help me remember—did I make an ironclad promise to you?” [This is said in an inquiring—not bullying—tone that suggests her intent is to uncover the truth.]

Employee: “Well, you did tie it to improving my skills. But I feel I have.”

Supervisor: “In what ways?” [The supervisor asks open-ended questions that invite the employee to do most of the talking, giving him a chance to air concerns, make a case, and release any pent-up frustration.]

Employee: “I’ve taken two classes in Java at the community college, and I’ve learned a lot working with Michelle.”

Supervisor: “Tell me about your work with her.” [They discuss what he’s learned for about ten minutes.]

Supervisor: “So what would you have me do?” [The supervisor makes sure she understands what would satisfy the employee.]

Employee: “Assign me to start working on programming jobs full time.”

Supervisor: “If I did that, who would take your place on the help desk?” [This question shows the employee that granting his wish brings up other concerns that will affect the decision. They discuss this for a few minutes.]

Supervisor: “Right now I need you on the help desk for most of the day. But it looks to me as if you’ve begun improving your skills, so I’ll put you on a project with Michelle. It’ll only be a few hours a week to start, and it’ll give me a chance to assess your skills in action. How does that sound?” [The employee doesn’t say anything, and looks away.]

Supervisor: “You can, of course, go over my head.” [This shows that the company is committed to listening to employee concerns. But it also shows the employee that the supervisor is secure in her decision.]

Employee: “Well, I was hoping for more, but I guess I can live with that—as long as you really will consider me for more. Can I ask once in a while how I’m doing?”

Supervisor: “You bet.” [The employee leaves with a smile on his face. He’s unburdened his mind and feels good that his supervisor knows what he wants out of his job.]