Wednesday, November 1, 2017

Use Your Employee Newsletter to Inspire More Effective Relationships with Managers



If you have not heard the common quip, that employees don't leave companies, they leave their supervisors, then you've missed this discussion in hundreds business articles about employee morale and productivity. Google: "employees don't leave companies, the leave bad bosses."

It's nearly accepted management science these days conflict with the supervisor is the key reason employees quit. It's all about relationships is another way to put it.

This creates a big opening for your employee newsletter or company newsletter, and the sort of workplace wellness articles that can help your employees and supervisors build better relationships. This is not to say that trouble and difficult supervisors should not be fired, disciplined, or "rehabilitated", but employees may be able to manage relationships more effectively, even with difficult supervisory relationships as a way of reducing stress and remaining with the company. The goal for human resources is reducing turnover of course.

Employees are constantly complaining about supervisors. I might be that the supervisor is too strict, unavailable, too new, too old, too aloof, a terrible communicator, a sexist, a bigot, hates kids, hates men, is a woman-hater, never around, plays favorites, does not do performance evaluations that are now years behind . . .at the list goes on.

With this said, here is an article that you may be able to draw ideas from to help you create an employee newsletter with interesting and helpful content. (To get a free trial to Frontline Employee, visit our product page. )

So would it not be helpful to offer guidance to employees about how to get along with their bosses better.

Article: Your supervisor has suddenly asked you to work overtime again, but you don’t want to “rock the boat” by complaining. This is a repeating issue, and you feel anger. Do you remain silent or communicate with your boss so the impact on your life is understood and adjustments negotiated? Many employees suffer in silence because direct communication is too challenging. Supervisors can’t read minds, but most are surprisingly open to negotiating workload issues. So before you seethe in silence, try calmly asking: “I’ve noticed that lately we’ve been working overtime consistently and wondered if I should plan for this from now on?” This often sends a signal that maybe too much is being asked of you. Your supervisor also has the opportunity to explain why you need to work overtime again.  This process is called “opening a dialogue.” It’s the first step to understanding why your supervisor may do or say certain things. (Opening a dialogue is often a missing element in relationships, both at home and work.) In a fast-paced workplace, supervisors may not realize the impact of their decisions on those they count on. But most do count on you to step forward and share your concerns. There are other benefits for calmly and honestly communicating with your boss, the least of which is opening a new path of communication that may not have been there before.

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