Bob Hoglund

Bob Hoglund, Inc. "making connections"

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Supervising employees, especially in corrective action situations, is difficult for many in leadership roles. Two of the most crucial aspects of facilitating �effective meetings� are the need for clarity of purpose and staying focused on the meeting agenda. It would follow that the same two criteria would be of equal or greater importance in one-on-one supervision. If the supervisor knows his/her role (purpose) in a conference it is easier to stay focused and know the parameters. This also applies to one-on-one performance discussions, co-evaluations, staff meetings and intervention sessions. The first task for the leader is to determine whether s/he is counseling, conferencing or managing. Each assumes a different role.

The diagram illustrates the role the leader will assume and identifies the difference of focus in each approach.

Business or Administrative Leadership Model

What is my leadership role and/or focus?
Counseling	Conferencing	Managing
Worker�s Agenda	Worker�s/Leader�s Agenda	Leader�s Agenda
Worker has a problem or � � discusses system	Worker/Leader has a problem or � � / � � discuss system	Worker is the problem
Voluntary	Voluntary / Mandatory	Mandatory

Counseling
The primary focus is almost exclusively, on the worker�s (self) evaluation of a situation. This may include suggestion(s) for improving a process and/or the desire to improve him/herself. The counseling role includes being supportive, encouraging, questioning and helping to formulate achievable goals, objectives, plans, etc.

Conferencing
The worker�s and the leader�s agenda and objectives are both considered. Whether the problem is leadership, systemic or worker performance, the objective is to work together to plan a mutual resolution of the problem and/or issue.

Managing
This approach is taken only when someone is consistently not performing to expectations or following appropriate policies, procedures and/or guidelines. The managing conference maintains the �company line�. The worker must evaluate (and understand) the consequences of continuing to produce less than quality work.

Background:
Psychiatrist William Glasser writes and talks about the psychology of effective management practices and distinguishes between lead and boss management. Many of his ideas are adapted and synthesized from W. Edwards Deming�s Fourteen Points of Management. To further clarify his thoughts, Glasser defined two distinct roles of the manager when talking to employees. He describes them as counseling and managing. He states that in �counseling� the counselor has no agenda, other than to help the client. In �managing� the supervisor has an agenda to help the worker, but may have an agenda of his/her own. For example, a certain amount of work must be produced by a certain time. These concepts seem very straightforward until Glasser adds the component �we must eliminate all coercion in the workplace�.

To further clarify the differences in these roles, I developed the Leadership Model, which adds the component of Conferencing. This is the role that most supervisors are really charged with in their jobs. It includes persuading and leading workers to believe in the core values of a business.

References:
Crawford, Bodine & Hoglund. The School for Quality Learning. Urbana, IL: Research Press 1993
Glasser, William M.D. The Quality School. New York: HarperCollins 1990.

Bob Hoglund is President of Bob Hoglund, Inc.