Periodically, we ask three HR pros how they’d handle a difficult situation at work. Today’s problem: A veteran manager’s brusque communication style is causing morale problems.
The Scenario
“I think we need to send Bill Minnis to Charm School,” said exec VP Bethany Ferris.
“Based on what his direct reports tell us, his interpersonal skills are worse than ever, shouting and yelling at staff,” said HR manager Tom Wojikowski, flipping through a stack of paperwork. “Plus, his department has more turnover than any other.”
“Bill’s been with us forever and he’s obviously talented and very driven,” said Bethany. “But he needs to adopt some new communication techniques – and fast.”
Later that week, Tom called Bill into his office. “You wanted to see me?” asked Bill.
“I only have a sec – can’t leave those guys alone for too long.”
“No problem,” said Tom. “I’ll cut right to the chase – we’re concerned that your communication style may be causing some … shall we say, morale problems in the department.”
Bill sat silent for a moment. “I’ve got to disagree, Stu,” said Bill. “I don’t see a problem. And, frankly, I’m not sure morale has a lot to do with our performance.
“I have no problem communicating with my staff – I tell them what to do and they do it.”
“That’s kind of what we’re talking about,” said Tom. “We’d love to send you to some interpersonal training that’s coming up later this month. You’ll only be away from the office for a couple days.”
“A couple days?” said Bill. “Remember when I tried to take vacation last year? Things fell apart without me here, and I had a major mess to clean up when I came back.
“Look, I’m old school, and this is just how I do things,” Bill added. “So, thanks but no thanks to the touchy-feely class. I communicate with my people just fine.”
If you were Tom, what would you say next?
What your peers had to say
An HR assistant in Oklahoma
What she’d do: I’d make it clear to Bill that the training opportunity isn’t an option – it’s a requirement.
Reason: Bill shouldn’t be the one calling the shots here.
Yes, he’s an experienced manager, but we need to make it clear that this is the way upper management wants to handle the situation.
Once he knows senior management is involved, I don’t think he’d argue anymore.
An HR director in Alabama
What he’d do: I wouldn’t initially send Bill to training. Instead, I’d set up a meeting between Bill, Bethany and myself, to discuss ways Bill could change. Only if our in-house solution was unsuccessful would we send Bill to the outside training.
Reason: The goal in this situation is to help Bill understand that he could be managing his staffers more effectively.
I believe we can at least start by trying to do that in-house.
A director of HR in California
What she’d do: First, I’d investigate the complaints that some of Bill’s direct reports have made against him. Are they legitimate?
If so, I’d again reiterate to Bill that the company would like him to go to training.
If he refused, I’d tell him that the training is necessary for him to continue to remain employed with the firm.
Reason: Times change, and a management style that may have worked in the past might not work with a new generation of staffers.
Bill’s been a loyal employee and we don’t want to fire him, so we’d try all possible avenues to get him to change his ways. But if he can’t or is unwilling, we’d let him go.
