Contents

Before you begin vii

Topic 1: Manage ideas and information 1

1A Implement strategies to communicate information about work
responsibilities 2
1B Implement consultation processes to allow employee input into their
work role 18
1C Facilitate feedback to employees 27
1D Ensure that issues raised are resolved or referred on 31
Summary 38
Learning checkpoint 1: Manage ideas and information 39

Topic 2: Establish systems to develop trust and confidence 45

2A Ensure adherence to organisational cultural diversity and ethical values 46
2B Act professionally to maintain the trust and confidence of others 55
2C Adjust interpersonal communication styles to meet organisational
and individual needs 68
Summary 80
Learning checkpoint 2: Establish systems to develop trust and confidence 81

Topic 3: Manage the development and maintenance of

networks and relationships 85
3A Use networks to build workplace relationships 86
3B Conduct planning to develop and maintain effective workplace
relationships 95
Summary 101
Learning checkpoint 3: Manage the development and maintenance of
networks and relationships 102

Topic 4: Manage difficulties to achieve positive outcomes 105

4A Implement strategies for resolving difficulties in workplace relationships 106
4B Manage conflict constructively 121
4C Guide, counsel and support co-workers 129
4D Implement an action plan to address identified difficulties 138
Summary 142
Learning checkpoint 4: Manage difficulties to achieve positive outcomes 143

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Building site Operating theatre

Team leader Team leader

Foreman Chief surgeon
Team members and their different roles Team members and their different roles
Bricklayers, electricians, labourers, Anaesthetists, theatre nurses,
carpenters, plumbers technicians, assistant surgeons

Warehouse Bank branch

Team leader Team leader

Supervisor Branch manager
Team members and their different roles Team members and their different roles
Forklift drivers, pickers, packers, Tellers, supervisors, loan staff, back office
order checkers staff

Types of ideas and information

The specific information you need to maximise your team’s ability to achieve work
responsibilities will vary according to the industry and organisation you work in.
Learn about different types of organisational information below.

Policies/procedures Policies and procedures

Organisational policies and procedures cover a wide range
of subjects such as employment conditions, work health
and safety (WHS), technical processes, communication
procedures, performance reviews and security arrangements.
Team members must be aware of the organisation’s policies
and procedures so they can consistently work within the
organisation’s requirements and help both the team and the
organisation operate smoothly.
Frontline managers need to induct new employees into the
organisation by clearly explaining the organisation’s policies
and procedures, clarifying issues new employees are unsure
of and explaining why this information is important. You may
give a new staff member a folder of relevant material, such
as the policies and procedures manual, organisational forms
and information, or show the employee how to access the
information via the organisation’s intranet or library.

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Information validity

Analyse information validity

You should consider several elements to determine if the information is valid.
•• Source – check where the information came from, who created it and if the
source is reliable and widely accepted in the industry.
•• Currency – be wary of relying on information that may be out of date.
•• Relevance – check that the information relates directly to your research
goals.
•• Presentation – look at how the information is presented, whether it has
errors or is poorly organised.
•• Authenticity – make judgments about whether the information presented is
accurate and authentic.
•• Acceptability – follow your organisation’s policies and procedures when
collecting and using information for work purposes.

Assemble information

Assemble information appropriately

Once you have the information, you may need to convert it into a form more
suited to your needs. Categorise and file the material, cull it down to a few key
documents, highlight relevant sections, make separate notes, draw up some
charts or prepare a report. The method you choose will depend on the nature of
the research and your information objectives; that is, what you or your audience
needs to know from the information.
Review your material for information gaps or additional information to obtain
a more balanced viewpoint. You may need to gather further facts or ask for
clarification.
Your aim should be to evaluate the material effectively, extract the key facts,
make sound decisions and keep organised records that enable you to verify your
decision and refer back if the need arises.

Internal and external sources of information

You should gather information from a variety of appropriate internal and external
sources.
Not all internal information is documented on files so you may need to approach
key people within your organisation for advice. Knowing who to approach for
information helps you to understand work roles and responsibilities and to form
relationships with others in the organisation. Be clear about the advice you need
and what the person can and cannot provide.

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Your audience could include:

• work colleagues
• your supervisor
• senior management
• colleagues within the organisation
• people in another division of your organisation
• existing clients or suppliers
• potential customers
• the general public
• specific target groups.

Communicate to your audience and purpose

The following table shows a range of communication methods appropriate to the
intended audience and purpose.

Information Audience Purpose Method

Production figures Senior management, To meet reporting Written report with

board of directors requirements spreadsheets and
comments; a verbal
report at a meeting

Information about New staff To induct new staff Face-to-face contact,

company history, members folio of information,
products and group presentations
services, policies,
personnel

Details of new work Team members To inform and train Memo, email, group
requirements meeting

Warning about Staff members To encourage safe Notices, emails,

workplace safety and visitors to the workplace practices discussion at a team
premises meeting

Promotion of product New and existing To generate sales Brochures, new

features and prices customers webpage, marketing
letters

Performance review Team members Performance Written notes, face-

management to-face discussions,
negotiation

Examples of Team members and To compare Circulation of

customer service colleagues customer service material, invitation
charters from other and make for comment, group
companies improvements meetings

continued …

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• customise your message to the listener’s usual communication style and

listening skills and adjust your delivery accordingly
• do not over-explain, speak aggressively or use a language your audience does
not understand
• be confident and use a positive tone of voice
• provide your audience with an opportunity to ask questions.

Issue instructions
When training staff or issuing instructions, ensure your message is clearly
conveyed and properly understood. You must be certain that your work colleagues
can understand important work instructions. Seek feedback by questioning and
practical demonstrations or testing. Make sure they understand the basics first,
before moving on to something more complex. Misunderstood information about
work responsibilities can result in lost productivity and may put someone’s safety
at risk or adversely affect workplace relationships.
When issuing instructions, use:
• plain English
• short sentences and paragraphs
• consistent terminology
• relevant information
• diagrams, pictures or photographs if appropriate
• demonstrations and role-plays to cater to specific needs.

Example: issue instructions

The tradespeople at a railway maintenance centre are given a written instruction outlining
the process to replace a high-pressure fuel pump on a diesel engine. The instructors
assume the tradespeople are familiar with details of the bolt torque set-out on a separate
sheet.
When the pumps are fitted, the bolts are not tightened correctly. As a result, they break,
which in turn causes an engine fire. The tradesperson concerned was not aware of the
separate instructions and didn’t fully understand all the requirements.
The engine fire results in damage worth many thousands of dollars. This damage could
have been avoided had communication processes been better. The procedure has since
been amended to include all of the torque data in each step of the process. Regular
meetings provide the opportunity for questions and feedback from staff.

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 Topic 1
Manage ideas and information

Various consultative forums help people to develop relationships, share

information, understand each other’s work and discuss issues related to the
achievement of team goals.
Forums providing opportunities for team input include:
• team meetings
• one-on-one meetings
• planning days
• performance appraisals
• conferences
• communications folders
• team diaries
• social get-togethers
• email, teleconferencing and intranet sites.

Team meetings
A popular two-way communication method to share information and facilitate
teamwork is to hold a meeting. But, as most people know from experience,
meetings can be frustrating, unproductive and waste time. Meetings must be well
run if they are to fulfil the goals of effective two-way communication. Here are
some tips for staff meetings.

Tips for staff meetings

Determine a time and purpose for the meeting

1
Ask yourself ‘Why are we meeting?’ and ‘What do I want to achieve?’ If
the goal is non-specific, such as sharing general information, reporting
on progress or generating ideas, you should set clear guidelines.

Prepare an agenda
2
Even for informal meetings, a simple agenda is essential to set out
an order of reporting or discussion, and to keep everyone focused on
why they are there. If there are papers to be discussed, circulate them
in advance. Allow for general business and informal contributions but
don’t let the meeting be too open-ended.

Limit the meeting time and focus discussion on the set topics
3
The meeting chairperson should guide the agenda and only give as
much time to each item as is appropriate.

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 Topic 1
Manage ideas and information

A team may use different decision-making methods in different circumstances. If

this is the case, the team should understand why its advice may not be required in
some situations.

Scenario 1

└└ The team leader makes major decisions but relies heavily on

information, opinions and advice given by team members. The
team leader talks to the team about decisions that concern it and
explains why they have chosen a certain path.

Scenario 2

└└ The team leader facilitates and aids the decision-making process,

yet the final decision is reached by consensus within the team.

Scenario 3

└└ The team leader asks some team members to provide limited

information before making a decision. Team members are
informed of the decision later.

Scenario 4

└└ The team leader makes a decision without consulting with team

members or asking for information or opinions.

Example: establish a communications framework

Phil is a corporate services manager in an insurance company. He oversees the human
resources, IT, accounting and customer service departments. He has three staff members
reporting directly to him. He holds regular divisional meetings in which he invites his team
to provide updates on work in progress and to raise issues of interest or concern. In this
way, the various departments are kept informed of each other’s activities. In turn, the
department heads report to their staff on what has been raised at each meeting. Phil
also uses the meetings to report on the outcome of the board and management meetings
he attends, and to encourage his team members to share their ideas about improving
business practices.

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1D Ensure that issues raised are

resolved or referred on
Managers must develop and implement specific processes to ensure that any
organisational issues raised are resolved promptly or referred to relevant
personnel. A functional consultative
working environment underpins the
effective resolution of workplace issues.
Within this environment, frontline
managers must ensure the organisation’s
consultation strategies help to raise,
address and resolve issues promptly.
Different processes suit different types of
issues. Make sure the processes are easy
to follow and everyone is aware of them.

Identify problems
Problems take on many forms and have various levels of risk, severity and
urgency. Typical problems may fall into a range of common categories. These are
mentioned below.
When team members identify a problem, think proactively about solutions, or use
their initiative to avoid potential issues, you should ensure they are recognised and
possibly rewarded for their actions.

People-related

For example, team members do not get along, one or more team members are
unusually shy or overbearing, team members are not capable of doing the work,
team members are underused, or team members are bored with the work.

Task/process

For example, a process is not in place, a process does not work, or a task is
exceedingly difficult or meaningless.

Time/resource

For example, not enough time to complete tasks, not enough people to do the
work, or not enough resources to do the work (either properly, or at all).

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Manage ideas and information

Prepare an agenda, even for a short ad-hoc session, and circulate it in advance to
all concerned. Invite people to submit other topics or suggest ways to address the
issue under discussion.
If the topic is a sensitive one, reassure those invited they will be listened to
and treated fairly. Cultivate a non-judgmental atmosphere that encourages
participation and the sharing of views. The objective should be to establish the key
facts and work toward a resolution.
Try to at least find a resolution that allows the parties to move forward, even if
there is no perfect solution that will fully satisfy everyone.

Informal meeting process

•• Identify the problem.

•• Identify when and where it occurs.
•• Consider each person’s viewpoint.
•• Explain what has been done to try to resolve the problem.
•• Reach a solution that takes into account the overall objective of the
organisation.

Conduct surveys
Surveying relevant stakeholders can help identify issues and ensure they are
promptly addressed.
Surveys need to be carefully worded to make sure they fully cover the areas you
want to explore. Use a combination of closed questions and open questions.
You can also provide scope for graded feedback, such as by asking respondents to
circle excellent, good, fair, poor or unsatisfactory rankings.
Give participants the option of supplying their name or comments anonymously.
If names are provided, you may decide to contact the person afterwards and let
them know how their concerns are being addressed or ask for further explanation
of the issues they have raised. Let people know their responses will be treated
confidentially; that is, individual comments will not be shared with others in the
organisation.

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Customer service charter Brand or corporate image

A customer service charter sets out A brand or corporate image is a

a code of best practice for servicing tool for signifying to the outside
and dealing with the organisation’s world the identity the organisation
clients. aspires to and the essence of its
products and services. This impacts
on all areas of the organisation’s
operations (not just on marketing
and sales). Staff must be aware of
the image the organisation is trying
to portray and the ways in which
they are required to carry out their
duties in line with the organisation’s
corporate image.

Adhere to relevant legislative requirements

Teams must work within relevant legislation, codes, national standards and
work health and safety (WHS) rules. Managers should note that many laws and
standards are complex and amended regularly.
National legislation exists on many issues, while states and territories also have
their own laws. Your organisation should provide you with details of legislation
and guidelines that are relevant to your team, although it is a manager’s
responsibility to ensure the team follows correct procedures.

Work health Work health and safety legislation (WHS)

and safety Employers have a duty to provide a safe work environment
for their employees. A breach of the relevant Act may result in
prosecution and substantial fines. Where a breach results in
death or injury of a worker, the employer may also have to pay
compensation to the worker or their legal representative. This
is legislated at both the federal and state level.
Further information on federal, state and territory WHS
requirements can be found by visiting the Safe Work Australia
website at: www.safeworkaustralia.gov.au.

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Establish systems to develop trust and confidence

Be aware Prejudice and harassment have no place in a trust-based

working environment. As a manager, you have a responsibility
to ensure that you and those around you treat people with
respect. Be alert to any signs of discrimination, alienation or
bullying.
Practise tolerance. Showing respect to those who are similar
to you is not particularly difficult; it is more challenging to
be faced with someone who is different or who seems to be
acting unreasonably. A practical approach is to use these
times to practise the art of tolerance.

Encourage input Don’t pre-judge or dismiss someone’s concerns or ideas.

Adopt the habit of expressing understanding of the other
party’s point of view, and be prepared to explain the logic
behind your own issues. Accept that others have their own
opinions, even if you disagree. Whether you prove to be right
or wrong, or you both agree to disagree, each party will feel
better for having been heard.

Take part Try not to let your role as a manager prevent you from mixing
socially with your team, and getting involved in initiatives
such as tearoom rosters and the social club. Everyone should
join in – especially in small business environments. Playing
an equal part in social activities shows employees that you
regard them as equals. Forming relationships with your team
members on a personal level helps to generate a positive and
trusting work environment.

Show empathy
Empathy is the ability to show compassion and sensitivity towards another’s
feelings, views and circumstances. It is an active process through which you
show understanding of another person’s situation as you have experienced it
yourself. It is a way of understanding and relating to what others are thinking and
experiencing. Treating people with empathy also refers to developing rapport and
positive working relationships.
Encouraging empathy between team members promotes constructive teamwork
through better consideration of each other’s needs. However, remember that your
team still needs a leader. Be careful not to undermine your leadership role by
interacting too personally with employees. Good leaders establish a comfortable
balance.

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Coaching creates a
learning environment

An effective coach creates an environment conducive to learning

and has a positive effect on morale and productivity. A good coach is
motivated to take on the role and must believe that another person
can benefit from their assistance. As a manager, you may not need or
be able to coach every team member but you do need to provide the
support mechanisms for others to do any necessary coaching.

Mentor your team members

A workplace mentor is someone who is considered to have sufficient experience or
expertise to be able to assist and counsel those who are less experienced.
A mentor can help an individual reflect, adapt and explore new approaches. They
should give constructive feedback, offer practical advice and help the learner
develop their unique skills and attributes. Mentoring is particularly useful for
inducting new members into an existing team but it is equally important for
increasing skill levels or modelling behaviour required from team members.
The mentor need not be the team leader. Yet the team leader can foster a system
of mentoring within the team, pairing less-skilled and experienced people with
more-skilled and experienced colleagues.

Role of the mentor

└└ The role of a mentor is to lead and act as a role model. The

mentor provides informed advice and encourages and supports
the individual over the longer term. Mentors need to respond to
the individual employee’s needs and treat them with respect and
patience.

└└ The mentor may also offer emotional support to someone who is

having difficulty fitting into the team by listening to their concerns
and providing encouragement and support.

The mentoring relationship

└└ The mentoring relationship should foster openness, trust and

mutual respect between the two people involved. Both the
mentor and the learner must be willing to participate in the
process.

continued …

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Tips for expanding your contact circle

•• Ask your friends if they can refer you to any relevant people.
•• Get to know your colleagues more closely.
•• Reach out to more people within your organisation by going along to
company functions, taking part in working groups, committees and training
sessions.
•• Develop lists, databases or other records of contact names and details for
easy reference.
•• Ask your supervisor or colleagues if they can share their contact lists with
you for a particular purpose.
•• Develop a broad range of activities in your personal and professional life.
•• Make a concerted effort to remember people’s names and details such as
where they work and what their interests are.
•• Collect business cards and write key information on the back of them,
such as where you met the person and who they are connected with.

Networking strategies
Your networks can be internal or external to your organisation, informal or
formal, structured or unstructured, and individuals or groups of people.
Here are a range of formal networking strategies you can use.

Professional Join a professional or trade association

associations Professional and trade groups are formed to promote
the particular profession and represent the interests of
members. Individuals pay a membership fee and in return
receive benefits including journals, access to industry
information, opportunities to attend seminars or training,
and contact names. Professional associates provide an ideal
forum for networking so it pays to become a member if there
is an association in your field. Alternatively, you may be able
to attend events as a guest.
Examples of the vast range of professional associations
include the:
•• Society of Automotive Engineers
•• Australian Human Resources Institute
•• Australian Library and Information Association
•• Australian Institute of Office Professionals
•• Association of Australia Rural Nurses
•• Institute of Chartered Accountants
•• Master Builders Association.

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 Topic 3
Manage the development and maintenance of networks and relationships

Example: positive and negative networking actions

A small insurance company decides to improve its networking strategies by taking advantage
of its location to promote its services. The company’s office is in a high-rise building opposite
a grand prix circuit. Each year at race time, staff invite their new and potential clients to an
afternoon tea to watch the races in a relaxed atmosphere. They display their brochures, give
a 10-minute talk about their products and services, invite employees to introduce themselves
and give attendees a pre-prepared information pack to take with them at the end of the day.
The event becomes a regular item on their marketing calendar and potential clients often sign
up, staff make valuable contacts and everyone enjoys themselves.

Positive networkers Negative networkers

Keep in touch on a regular basis Contact people only when they need
something

Build productive relationships over a Focus on own products, services or needs on

period of time first contact

Return favours whenever possible Fail to reciprocate when others need help

Receive help graciously Are discourteous or unappreciative of others’

help

Act on advice and provide feedback Fail to follow up on suggestions or referrals

Ask for something the contact can provide, Ask for something the contact cannot provide
such as advice or assistance such as confidential information

Acknowledge a person’s expertise by Make people feel uncomfortable by

approaching them as an authority approaching them aggressively

Respect people’s time Expect too much help

Are clear about needs and requests Make vague, indirect or ambiguous requests

Realise that every contact has something Aim only for the power brokers
to offer

Ask for permission before using a name Abuse people’s trust

Respect the privacy and personal space of Make inappropriate and unwelcome
others approaches and demands

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People may distance themselves from a problem because they are worried
it will reflect negatively on them, or that their involvement may cause
further problems.

A person may be inclined to see problems as bigger than they are and the
resultant anxiety can lead to inaction and hostility.

Manage work difficulties

An important objective should be for you, your team and organisation to become
more resilient through the awareness and application of effective problem-
solving skills. A five-step process for managing work difficulties is outlined in the
following table.

Managing work difficulties

Step Action

1. Recognise the symptoms of the •• Be alert to early warning signs of potential

problem. problems.
•• Establish a culture for regularly
highlighting and addressing issues.

2. Identify the problem. •• Gather the facts.

•• Determine who is involved and who
should handle the issue.
•• Talk to the relevant people.
•• Establish the causes.

3. Analyse the problem. •• Evaluate the extent of the issue.

•• Determine the potential implications.
•• Consider the interests of those affected
by the issue and its outcome.
•• Ascertain the processes that need to be
adhered to and any relevant legislative
requirements.

4. Define the options for resolution. •• Define and evaluate options for resolution
in consultation with those at the centre of
the problem and any specialist personnel.
•• Determine the best course of action.

5. Take action. •• Develop a plan of action.

•• Implement the solutions within the
organisation’s processes.
•• Follow up to ensure implementation.
•• Monitor outcomes

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Speak with relevant people

Once you have decided that you should handle the issue yourself, speak as soon
as possible to the individuals at the centre of the problem. This must be done in a
non-accusatory way, avoiding any inclination to jump to hasty conclusions.
Your aim at this stage should be to seek the views of those with first-hand
knowledge of the problem and to be clear about what actually has occurred, taking
into account each person’s perspective.
Employ active listening techniques to encourage each party to speak openly
without premature judgment. This includes listening to everything that is said
with the intention to understand and asking open-ended questions, such as: ‘What
do you think happened that caused the equipment to malfunction?’ Use your
communication skills to manage uncommunicative employees. Do not interrupt
unless you want to ask a question to clarify a point.

Use interpersonal Use interpersonal skills

skills Use your interpersonal skills to ensure your
manner helps the person trust you and is
inclined to explain the situation honestly.

Maintain trust Maintain trust

Make sure you do not betray an employee’s
trust in any way through the problem-solving
process.

Different points Listen to different points of view

of view Give the person time to express their point of
view. Remember, different people may have
different ideas about what the issues are.

Avoid emotional Avoid emotional reactions

reactions Avoid reacting emotionally if the person
becomes upset or angry.

Positive Promote positive working relationships

relationships People are more inclined to speak openly
and positively about problems when a
culture characterised by trust-based working
relationships is already in place.

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Be objective and constructive

If you are involved in conflict, you must aim to understand everyone’s point of
view and be willing to compromise and negotiate if the conflict appears difficult
to resolve. In some cases, not everyone will be happy with the outcome. Learning
to be flexible and cooperative does not mean that you have to give in. It implies
you are willing to listen with an open mind and accept alternative ways of doing
things, while being prepared to adapt and work as part of a team.
The secret to good conflict management is to handle the situation in a constructive
way so it is resolved as positively and quickly as possible and does not become
unmanageable. Sometimes a minor problem can escalate into a major crisis if it is
not tackled promptly.

Think positively Empathise with others

Avoid thinking in terms of difficult Recognise how others are feeling.

people or demanding customers. Emotions should never be buried
It is more productive to focus on completely. Give each party the
the behaviour or situation than to opportunity to explain any hurt,
categorise and blame the person annoyance or frustration they may
as a whole. A suitable approach be experiencing. You do not have to
is to sum up the situation with a agree with the person but you do
statement such as ‘this customer need to acknowledge their point of
is angry because she believes view.
she was entitled to a refund even
though we offered to exchange the
goods’.

Defuse difficult situations

When emotions run too high, it may be time to take a break from the discussion.
Anger and distress do not help you to solve problems effectively. Remember
everything you’ve been told about ‘counting to 10’ to give you time to think about
your reaction.

Consensus Use a deferral technique

If you are considering putting your feelings
in writing, use a deferral technique: write
down what you want to say but do not send
it immediately; put a draft aside until you’re
feeling calm then reconsider your words and
decide whether you need to send it at all.

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4C Guide, counsel and support co-workers

Frontline managers should provide guidance, counselling and support to assist

co-workers in resolving their work difficulties.
It is not a manager’s responsibility to solve every problem that arises within the
workplace. In fact, it is sometimes inappropriate for the manager to step in when
an issue could have been contained by the individual or people involved. The
organisation will operate more effectively if all parties are encouraged to resolve
issues openly and directly, while aiming for a positive outcome for the employees
and the organisation.
As a frontline manager, it is your
responsibility to take the lead in
training your staff members and other
colleagues to use effective problem-
solving techniques. You can do this by
guiding, counselling and supporting
those who are experiencing difficulties;
establishing an environment conducive
to positive communication and
cooperation; and encouraging assertive
rather than aggressive approaches to
communication and dispute resolution.

Responsibilities of a frontline manager

You have an ongoing responsibility to guide, counsel and support team members
in any problems they encounter. Providing encouragement, advice and help
demonstrates your commitment to positive interaction, as well as your willingness
to show loyalty and support to those who report to you and other colleagues.
If a team member tells you about a difficulty they are experiencing, such as a
dispute with a colleague, you should first suggest they try to resolve the problem
themselves by discussing the issue in a positive and open manner. If necessary,
give them guidelines on alternative approaches that could lead to a positive
outcome. However, make sure they know to approach you again if their efforts
are unsuccessful. In this case, you need to investigate the problem and define the
options for action to resolve it, using the problem-solving process.

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Counsel your team

Problems may arise when team members act individually and without regard for
one another. The team leader will need to act quickly and carefully to remedy the
situation through counselling, discussion and coaching.
If a team member is not pulling their weight, counsel them to determine whether
the reason is a personal one or something that is best managed one on one with
you. If the problem is due to poor organisational skills or a lack of knowledge,
enlist the help of more able or experienced team members to mentor them, or
contact your HR department or an external provider to organise some training.

Coaching
Arranging for someone to coach a team member who is having
difficulties in a particular aspect of their work responsibilities can
be effective, time-efficient and positive for both parties. A coach
can explain how to do something, give the person opportunities
for practice and suggest different ways to resolve difficulties or
approach the task.

Shadowing
Another strategy is to ask the person to ‘shadow’ a more
experienced employee. This means someone observing how the
employee tackles a task. This approach can be used for difficulties
relating to customer service or time management.

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4D Implement an action plan to

address identified difficulties
Frontline managers are responsible for
developing and implementing an
action plan to address any identified
difficulties. As previously mentioned,
as soon as an action plan has been
determined, you must ensure the
resolution strategies are applied.

Develop an action plan

Documenting an action plan helps you and others think through all the details
of the action plan and its implications. Make sure all relevant parties understand
the proposed solution and are clear about what their responsibilities are in
implementing it. Never assume everyone already knows how to undertake their
tasks; perhaps training, counselling or further information will be needed. Each
party should be aware of their responsibilities and should agree on how the
situation will be monitored.
The plan may need to be altered if new issues arise or certain tasks prove to be
inconsequential or impossible. However, the fundamental intent of the solution
should always remain a focus.

Involve your team

└└ Workplace issues should be addressed, as far as practicable, at

the team level; discuss them in an open and honest way without
recourse to external parties if possible. However, if your solution
does not work, you may need to repeat the process of examining
the issue and considering other possible solutions. This may
need to be undertaken at a more senior level or in consultation
with specialists.

Follow organisational and legislative requirements

└└ When taking action, you must always work within the

requirements of organisational policies and procedures and any
relevant legislation or regulations. Refer to the relevant award or
enterprise agreement, legislation from all levels of government,
and codes and standards from regulatory bodies that affect
business operations.

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