This short phrase, seven little words could be the first step to failure for a newly hired or recently promoted individual.
As the supervisor, the team leader, it appears that we can be available;
“just call,” “call anytime, day or night,” “I always have my phone with me.”
Time goes by, critical deadlines are missed or errors continue in work product.
The lament develops, “Why don’t they call?”
Why is this responsibility placed on the employee? Deadlines and scheduled completion dates are anticipated and understood by the existing staff, more so than a new employee.
Asking yes and no questions, will not provide much information. “Is everything ok?”
“Do you need any help?”
A new employee might not know what help to request. They could become concerned that asking questions or requesting assistance indicates they are struggling with the new responsibility.
Asking specific questions of a new employee,
- What project were you working on today?
- Was any of it confusing for you?
- Can we provde some additional background or supporting information that would give you a broader understanding of the task?
- Why don’t you show me what you’ve completed and explain the process as you understand it.
- Which projects have completion dates for this week? Are you comfortable that you will be ready to turn in a final product before the deadline?
For trainers/supervisors not physically sharing workspace this might appear to be a difficult or time consuming task. Placing reminders on the calendar or in Outlook, to initiate short follow-up conversations throughout the week will provide quick recaps to understand how the individual is comprehending the assigned task.
Wasted Time, Frustrated Effort
How often has a project been assigned to a new employee; when the report is submitted, it’s “all wrong.” Is this the result of the employee not preparing the report correctly? Or poor direction when assigning the task? Asking for feedback at the time of the assignment, “where will you start collecting the data needed for this? How do you anticipate organizing the results? Why don’t we meet again, at the end of the day to see how you’re organizing this project?” Could prevent frustration on a number of avenues.
Investing less than an hour a week, three or four short recaps could open doors to understanding instead of slamming them in frustration when the new employee fails, is fired or walks out.
Whether its realized or not, the call me if you have any questions..establishes a very uncomfortable win-lose balance. “I’m the manager, I have the answers.” The new employee has to “admit” they need help. It employs the power position of the supervisor:
-acknowledge that you need me.
-ask for intervention to fix, solve or intercede.
Creating confidence for an individual with new responsibilities, involves recognition for grasping new concepts, not limited to correcting errors. A proactive approach to employee development can establish an open and honest communication that will assist in the development of a future superstar.