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A relationship problem with a supervisor is one of the most common reasons that Police officers seek help from the Psychological Services Group. Strictly speaking, this is more a staff-relations problem than the officer's psychological problem. In some of these cases, we found that the problems could have been prevented had supervisors been more sensitive and used some basic communication skills when handling their staff. Research indicated that absenteeism, morale problems and violence to self and others can be alleviated in a supportive working environment.
The followings are three common errors made by some supervisors when interacting with their subordinates: 1. Labelling - Subordinates displaying sub-standard performance or an uncooperative attitude are commonly labelled as "trouble-makers" that deserve strict discipline and reprimand. Yet, without understanding the difficulties and concerns of the particular individual, mere punishment often worsens the work relationship without solving the staff problem. 2. Neglecting emotion - Stress reactions of subordinates (for example: agitated, angry, tense and preoccupied) are often mistaken as being uncooperative or disrespectful. These interpretations induce a confrontational attitude from supervisors, which in turn, adds extra pressure on their already stressed subordinate. 3. Lecturing - Some supervisors are keen to impose their own advice onto their subordinates, who may feel that their concerns are not adequately heard. You are halfway there if you can eliminate the above errors. Besides, you can also use the following skills: 1. Empathic listening - we have mentioned the power of empathic listening in an earlier issue. You will find your subordinates more receptive if you can put aside your own assumption and advice and understand their concerns first. 2. Balance between compassion and discipline - using discipline fairly is important in the Force. Yet, after all, Police officers are human beings and have emotions; they will be more cooperative if you pay proper attention and understanding to their feelings and the reasons behind them. 3. Validation - apart from tangible rewards like money and promotion opportunities, psychological needs are also strong motivators. Everybody loves appreciation and validation. If you can identify the individual strengths of your subordinates and validate them appropriately, they will be more confident and willing to work to their full potentials. Stress management workshops The PSG is organising a series of stress management workshops to be conducted in Chinese. The next one is at the Police Sports and Recreation Club Sportsman Bar on September 14 between 8.45 am and 12.30 pm (participants are requested to arrive 15 minutes before the program starts). Thirty places for each session will be allocated on a first-come-first-served basis. To make a reservation call PSG on 2866-6207. Seek advice and help from the Psychological Services Group: PHQ, Hong Kong Island and Marine: 2866-6206 (5/F, 111 Leighton Road, Causeway Bay); Kowloon and the New Territories: 2735-3739 (22/F, Ocean Building, 80 Shanghai Street, Kowloon). PEN: psg@police.gov.hk
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