I supervise someone at work. She has been in this role for almost 20 years. While I try to empower and not micromanage, I have realised that she is often not able to work independently and/or think proactively about improving work processes. How do I encourage or help her to understand that she has to think more independently instead of having me tell her what to do?
Li Ping says
Dear the reluctant supervisor,
There are two separate issues that might be at play in your subordinate’s behaviour: (1) ability, whether she has the necessary skills and aptitude to perform; (2) attitude, whether she is motivated to do so.
An important step in ascertaining if her issue is ability and/or attitude is communicating your expectations clearly to her. In addition, in your communication of expectations, delegate areas of responsibility, rather than just tasks. Hold her accountable to clear, measurable and time-bound goals or outcomes.
Beyond communication, strong work relationships go beyond casual interactions. Communication and relationship are provided through a supervisor’s care and coaching. When a subordinate knows that their supervisor cares about them, they are more willing to care about your mission and work goals. Their ability and willingness to do the work is further enhanced when they are coached on how to stay on track and remove obstacles that they are facing.
The following is a five-question model you can use in regular one-on-one check-ins with your subordinate that allow you to both care for and coach her.
- How are you doing?
- Is there anything I can do to help you?
- What are you working on right now?
- What obstacles are you facing?
- Is there anything I can do to help you accomplish the goals we set?
The first two questions engage her at a personal level first before work. People bring their whole lives to work. If things are not going well at home, it will follow them to the office. You may not be able to solve their personal problems, but listening to them, caring about them and encouraging them can go a long way. You can also recommend counselling or resources to help if it seems appropriate.
The third question is meant to check on the previously decided upon goals or priorities.
The fourth question separates the person from the problem and gives her the chance to succeed. This is the time to coach, encourage and problem-solve with your subordinate.
The fifth question communicates that you are there to provide her with the support, resources or training needed to get her work done.
If, despite doing the above for a while, your subordinate is still unable (ability) or unwilling (attitude) to meet your performance expectations, then you may need to carefully consider if she needs to be transitioned to a different portfolio or even out of the position.
