email page to a friendManager Workshop:
Enabling Behaviour In The Workplace: The Organization, Manager & Supervisor Trap
Managers and Supervisors are responsible for holding employees accountable for work performance. Most managers know that a good relationship with an employee helps get work accomplished. However, by being "too caring", managers can enable employees who make excuses for incomplete work, are absent or late regularly to continue their unproductive behaviour.
"Enabling behaviour" is turning a blind eye to excuses. We all enable others to some degree in our personal lives and at work. As a manager, enabling can result in prolonged and chronic erosion of performance, productivity and interpersonal resentments on teams among coworkers. This workshop provides managers and supervisors with workplace examples of the "enabling trap" and tips to avoid falling in to it.
You Will Learn:
- To understand enabling behaviours as it relates to addictions, mental health concerns and aggressive or violent behaviours.
- What behaviours and symptoms to watch for in each case
- What to do
- What not to do
- Where to get assistance
- About mandatory referrals
Content:
- Outline the scope and cost of the problem for both employees and the workplace
- Understand the thinking and negative behaviour
- Give managers and supervisors tools to recognize and manage the three problems
- Outline where, when and how the get the assistance needed
- Numerous case examples to work through and problem solve
Who Should Attend:
- Senior staff from management, human resources and health & safety
- All managers & supervisors
- Senior union executives & stewards
Executive, Manager & Supervisor Workshops
All of the executive/manager/supervisor workshops include didactic teaching, case studies and small group exercises. There are lots of opportunity for questions and discussion. Whether the session is half day or full day is based on how in-depth you wish to go with the specific topic and how many case studies are to be offered.
Optimum class size is around 20 to 25 – with larger groups, people don't seem to want to share or ask questions and interaction falls off.
We also recommend follow up meetings in 3 to 4 weeks to maintain the change momentum and to strategize next steps.