A diligent but absentee worker
Carlo (not his real name) has been my executive assistant for close to five years now. He’s diligent, hard-working, and reliable, until one month ago when he absented himself for several days. Most of Carlo’s absences were one-day emergency leaves because of a family problem which he refuses to discuss. While we can’t exactly declare him absent without official leave, Carlo is causing many operational issues. How do we solve a problem like this? — Rainbow Connection.
A man was driving alone in the countryside when his car stopped running. He pulled over and lifted the hood just as a horse was trotting by. The horse never slowed down, but glanced at the man and said: “Check the gas!”
Shocked at encountering a talking horse, the man ran to a nearby farmhouse and knocked on the door. A farmer opened the door and heard the man’s story. “Was this a brown horse with floppy ears?” the farmer asked. “Yes!” the man replied.
“Oh, well,” the farmer sighed. “Don’t believe everything he says. He doesn’t know anything about cars.”
It’s the same advice I would give you. Don’t believe in everything that your habitually-absent worker tells you. It could be something else. But even if it is a family problem, then the next step is to arrange face-to-face meeting with him right away. Explore all possible issues he may be encountering. If he’s on a work-from-home arrangement, invite him to be physically present in the office under the pretext of a department meeting where all workers are also present.
Arrange the department meeting early in the morning, say at 9 a.m. Then in the late afternoon when everybody has settled down to their work and you’ve completed many of your tasks, “surprise” Carlo with a one-on-one meeting, one hour before closing time. This is to ensure that the issue is settled before everyone goes home for the day.
ENGAGEMENT QUESTIONS
When preparing for an engagement dialogue with Carlo, anticipate all the possible issues that may come up and be hopeful as well. Prepare a list of questions that you’ll explore and anticipate all of Carlo’s answers. Commit the questions to memory, or list them down on your computer screen.
But first, you need to establish rapport with Carlo, who may have an inkling of what you’re trying to do. You have to open with an accommodating gesture, starting with being friendly. Then, take up the most important project he is working on and ask for an update. Here are some suggested questions:
One, how are you doing with Project XYZ? What resources you want from me, if any? What are the causes of delay? Whatever questions you ask, don’t be accusatory; instead, offer as much assistance you can. If he’s not too forthcoming with his answers, follow up by reformulating your questions in more palatable form.
Two, would you like to explore other tasks? If you think Project XYZ is making Carlo miserable, offer to take it away from him. Give him other tasks. If not, prepare to hear his suggestions on how to make his work on Project XYZ easy. Sometimes, people don’t want to admit they can’t accomplish something despite clear signs that they’re in trouble. If that’s the case, give Carlo a reasonable timeline within which to get the project over the line.
Three, would you like to be assigned to a location near home? The word “home” may make him more willing to open up on his “family problems.” Try to explore how such a geographical reassignment might help him adjust and deal better with his problems than taking one-day emergency leave. This may help Carlo level with you on the real reason behind his absences.
POSITIVE FEEDBACK
People management is an act of kindness. Let Carlo know that you’re sincere in helping him resolve his “family problems.” Praise him whenever you can and recall all the good things he has done for the organization. Even people with personal problems will respond positively when they are assured that the boss recognizes their efforts.
Trust Carlo’s promises to improve his attendance. Workers who are similarly situated are more likely to make you aware of their problems if they know it won’t result in management disapproval, as long as the infractions are not excessive.
Whatever you do, don’t come in with negative assumptions. Just because Carlo isn’t keeping up with attendance doesn’t mean he’s lazy or incompetent. All workplace problems can be solved easily if you’re accessible to Carlo and other employees. People are reassured when they feel free to approach you with their problems (personal or otherwise) at any time.
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