Twenty-two supervisors, all from different local companies, met for an all-day workshop on “Effective Supervision for the 21st Century.” They heard presentations about, and engaged in discussions on, a range of topics, including communication, motivation, leadership, and counseling. During the afternoon refreshment break, Josie, a supervisor who had been rather quiet all day, directed a question toward the instructor and another workshop participant who was standing close by.

“I have a problem with an employee,” said Josie. “One or two days a week one of my drivers comes to work with liquor on his breath. Although he’s not had an accident yet, I’m afraid that if he gets stopped by the police for any reason, they’ll ticket him for DWI (driving while intoxicated). That could be bad for the company’s reputation in the community and for our insurance rates. What should I do?”

Before the instructor could reply, the other supervisor said, “Your role as a supervisor is to identify and solve problems, isn’t it?” Josie nodded.

“Well, then, tell the employee you think he’s an alcoholic. Say he’d better control himself right now. Threaten him with immediate discharge if he doesn’t shape up. You’ve got to take prompt action on these matters, or you lose all control.”

Josie turned to the instructor. “I guess he’s got a good point there,” she said. “What do you think?”

Analysis

Respond to Josie, commenting on both the other supervisor’s perspective and any ideas you have for a different approach.