People Management

OF NOT-SO-SAME MINDS

By Sean Neumayer

When this column appeared last time, I asked readers to e-mail their questions on how to improve relationships with employees. Let’s just say it’s very clear that lots of managers are having lots of problems with lots of workers! Space is tight, but here’s a small sampling of the dilemmas—along with tips on how to resolve them:

Q: How can I get less tech-savvy producers more comfortable with the technological innovations so vital to business today?

A: Appeal to their pride! These are probably gregarious personalities who care very much about their image, what people think. Remind them that others are moving past them, breaking new ground by staying up to date on technological innovations. Schedule some casual, in-office training sessions that are brief and fun. Find a trainer who knows how to take complex information and make it easy to understand. Offer these producers small rewards for making a solid effort—dealing with processes probably doesn’t come naturally to them.

Q: I give all employees the same amount of time and attention and have never heard any complaints until recently when someone who quit claimed I didn’t provide her enough support or direction. What happened?

A: Though you mean well by giving everyone the same time and attention, you’ve learned the hard way that doing so is a mistake. Different personalities need and want more—or less—of your input. Some may be suffering in silence, tolerating what they see as either your stifling oversight or your inattentiveness. Workers who tend to be perfectionists and structured may expect you to stay involved, while those who are more self-guiding likely want you to step back so they can make their own decisions. Identifying who’s who is your job.

Q: A couple of employees say my coaching sessions are too harsh. How do I get them to be less resentful?

A: Some personalities are more sensitive than others to constructive input. Temper your techniques to suit each person. Recognize positives as well as negatives. Use tact, be diplomatic, and remind them you have their best interests at heart.

The author
Sean Neumayer has been a consultant with the Omnia Group for more than 10 years, helping agencies in several facets of selection, management, and retention of key employees. He regularly speaks with insurance groups regarding best practices. His contact information is (800) 525-7117, ext. 1242 or sneumayer@omniagroup.com.