EAP Management Consulting Knowledgebase |
A living archive of resources for the development and advancement of
management consulting skills for Employee Assistance Professionals |
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| DOs and DON'Ts of Management Consulting |
Here is a collection of the proverbial "Do's and Don'ts" lists.
With thanks to the contributors Kathleen Berman (FOH), Roberta Dill (FOH) and Jeff Harris |
DO...
- Act as a consultant
- Consult in a neutral and objective manner
- Detach yourself from any drama
- Maintain manager confidentiality
- Create solutions that are win-win-win (multi-client model)
- Look for "the teachable moment"
- Serve as a sounding board
- Help generate options
- Educate in our area of expertise
- Recommend the involvement of HR, legal, security and other services
- Remember the supervisor is the client
- Coach manager on focusing on specific behavior issues versus gross generalizations and/or diagnosis
- Advocate for healthy, professional behavior in the workplace
- Discuss the basics
- Get the facts/history
- Explore alternatives
- Encourage the manager to make a plan of action
- Discuss the matter privately with the employer
- Follow-up with the manager
- Tell the manager to consult their policy manual
- Set limits
- Discuss options
- Let the supervisor decide what to do
- Discuss safety issues
- Ask the supervisor if s/he has discussed the situation with his/her own supervisor
- Clarify roles
- Serve the company and the employee; avoid aligning with one or the other
- Be careful when charting
- Develop a professional relationship with the manager
- Make certain the focus is on performance/work-related issues
- Affirm things the manager is doing well
- Let the supervisor decide the action taken
- Take into account the organizational culture or context of the problem
- Get authorizations for release of information/consents
- Encourage following established policies and procedures
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DON'T...
- Challenge or threaten manager's authority
- Corner a manager
- Make a promise to an employee that obligates the manager to take a certain course of action
- Get snared into an alignment with manager
- Use clinical language or diagnoses
- Take an adversarial role against one party for the advocacy of another
- Offer advice
- Offer guidance that is contrary to the organization's policies
- Step in and manage the situation for the manager
- Ignore possible manager contributions to employee's poor job performance
- Advocate for the manager or employee.
- Act intimidated or hesitant
- Give the answer
- Provide an unauthorized disclosure of information
- Provide more information than the release authorizes or is necessary
- Interpret companies' policies
- Be condescending
- Write their policies or procedures for them
- Engage the manager in judging or analyzing
- Tell the manager what to do
- Change your role based on the manager's demands
- Over-react with the manager
- Probe into the manager's feelings
- Get in over your head!
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PAIRED DOs & DON'Ts
Courtesy of Federal Occupational Health EAP (used with permission)
- Do listen carefully to a supervisor's concerns... don't patronize or judge the supervisor.
- Do ask questions to clarify information... don't assume or "fill in the blanks".
- Do keep the consult focused on workplace issues... not personal issues.
- Do help the supervisor to empower themselves to counsel the employee... don't make a promise that the EAP can "fix" the employee.
- Do be aware of organizational issues that may be interfering with the supervisor's ability to supervise. The organization may need other interventions.
- Do pay attention to possible workplace aggression... don't minimize danger signals if reported.
- If the supervisor is going to refer an employee, do get a copy of the referring memo that the supervisor gives to the employee.
- If the supervisor consult is a threat of violence, Do call your supervisor and inform... don't try to handle alone!
- Do keep the employee's information confidential with the referring supervisor, unless a release of information is signed by the employee with specifics of shared content to be disclosed.
- Do understand the supervisor's expectations of the supervisory consult... don't assume.
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