Strong management skills can prevent unionization

Aggressive organization of medical employees by unions is increasing, and a display of strong management skills is the primary method to ensure staff will not favor unionizing. Seven aspects of supervision are critical for a business to come out on top should it come to a vote.

First, discourage us-versus-them thinking. Build teamwork and a sense of community. Help team members understand one another better. Treat everyone with dignity, and make them feel they belong to the group.

Respect all jobs and convey the attitude that the contribution of each person is important in team goal attainment. Celebrate team accomplishments. Ex-plain the relationship of each position to the achievement of organizational objectives.

Second, express appreciation of associates' efforts. Give credit when credit is due. Provide positive feedback often. Be genuine and sincere. Describe the behavior and emphasize the positive impact on you, the job, the department and the medical facility. Praise in public if possible.

Third, foster open communication by interacting openly and directly. Ensure medical workers receive no surprises. Let people know in a timely manner about issues that affect them. Pass along information regarding current and future department, inter-department and corporate events, changes and plans. Inspire peers to share ideas and information. Ob-tain feedback about topics of interest to subordinates. Respond quickly to questions.

Fourth, encourage the expression of contrary opinions. Refrain from immediate judgment and criticism. Fight the gravitational pull toward negative emotional reactions. Listen openly. You do not have to accept what is being said, but do acknowledge it. Treat the medical employee with respect. Be courteous.

Fifth, remain approachable. Do not "shoot the messenger" who brings bad news. Reduce any tendencies to dominate. Relax physically and display nonverbal messages that reflect a willingness to hear from associates. If there is a difference between what you say and how you say it, the nonverbal message will be believed.

Face staff and make eye contact while communicating. Use active listening skills. Be sensitive to signals from others that they would like to speak. Address conflicting or mixed verbal and nonverbal messages to determine the true meaning of statements.

Sixth, maintain a personal interest in staff members. Take time for small talk. Express curiosity about employees' home-lives, hobbies and family members while keeping a professional relationship. Do not become so busy you fail to notice their needs and concerns.

Remain aware of any painful times in the lives of workers, such as a death or illness in the family. Express concern in word and deed. Assist with personal problems without overstepping supervisory boundaries and playing the role of a therapist.

Seventh, do not ignore conflict or handle the conflict inappropriately. Do not utilize inappropriate verbiage or betray confidences. Do not retaliate or intimidate.

Consider every complaint. Be honest, impartial and fair. Work toward a mutual or compromise solution. Behave in a manner that guarantees an employee will not feel antagonistic toward you. Remember that everyone benefits from conflict resolution.

(Lynne Haggerman is president/ owner of Haggerman & Associates, a retained search, outplacement, in-house management training, and human resources consulting firm.)