After happening across an article on Asperger Syndrome, Jack wrote me about his new employee with whom he was quite pleased and also quite baffled. Jack talked about the similarities he saw between Al, his new employee, and the characteristics of a person with Asperger syndrome. Al was hired because he excels in understanding and managing the software systems this business uses. The problem arose with the more routine skills that did not come naturally to Al, but are crucial to work place survival.
Jack was not sure how or whether to suggest to Al that he explore a possible Asperger diagnosis, but what Jack was sure of, was that some steps had to be taken in order to keep Al on as his employee. We decided not to worry about what the diagnosis might be, if indeed there was one, and concentrate on helping Al with behavior change and independence.
Following are four specific and concise action steps Jack and I designed in a series of email exchanges:
Goal #1 Getting Comfortable with the Plan
Jack: �I don�t know how to talk to Al about doing this work with you, without risking that he will feel �singled out'."
Ellen: I think you will find Al won't be surprised and will be relieved that his weak spots are out in the open. Let�s do everything in consultation with Al one-step at a time.
The Plan: In a short conversation, Jack simply said to Al, "We both have a lot to remember and we need systems to help us get our work done.� Jack also explained he was working with me. Al was receptive, saying more structure would be good. Jack added a little extra assurance for Al, saying to him �If you have any questions about anything, I will try to be available immediately, please come see me.�
Goal #2 Remembering End of Day Routines
Jack: �Al stays late to finish projects several nights a week. I really like this! But he does not ever remember that the last person to leave puts the phone on night call forwarding to voice mail."
The Plan: We established the Office Manual. Al set himself up with a small divided binder, with �To remember� sections for End of Day and Beginning of Day. In his End of Day section he has a page for �Before I walk out� where he enters the details he needs to remember about turning on the call forwarding. The first two times Al was last to leave, Jack had to mention the next morning that he had forgotten to look at his Office Manual the night before. Within two weeks, just the habit of opening his manual cued Al remember to forward the phones. By the third week, call forwarding became a habit for Al when he was last out.
Goal #3 Password Change Follow Through
Jack: �Al has the job of creating and routinely changing passwords used by others on the office. The procedure is that Al has the responsibility of recording them in the computer directory where everyone goes to access the updates. The problem is that Al forgets and people are getting frustrated and their work flow is interrupted when they can�t get into files.�
The Plan: Al's manual has a section for �Procedures�. Jack teaches Al the procedure and Al take over with the responsibility of referring to his book regularly. If a password is not updated, Jack simply says �Al please refer to the procedure I taught you for passwords.� Jack does NOT tell Al the action he needs to take. It is in the book and exploring for the answer will help Al establish the new habit sooner.
Goal #4 Involving Al in Creating his Strategies
Jack: There are so many details and procedures to keep an office running. As soon as I put one strategy in place there�s more to deal with.
The Plan: Encourage Al to look for ways to keep adding to and evolving the manual. Coach him to come up with more strategies that help him move toward independence.
Al�s Plan:
1. As part of his end of the day routine, Al placed his manual on top of his computer so he would come in and see it in an obvious place each morning. He reminded himself right in his manual to leave the manual on the computer, last thing!
2. On the front of the binder, Al printed in big letters Look here first. This cued him that he had resource on hand before getting overwhelmed.
3. Al reviewed his manual throughout the day at times he designated to spend working on absorbing the information.
Feedback
Al: It is great that I don�t have to wonder how to do something or worry that I am doing things wrong. There is less and less for me to remember as I review the manual. I liked being able to use my own ideas and strategies to further personalize this for me.
Jack: The time I was taking to explain and correct has dramatically reduced. I am getting my own schedule back on track! The best strategy is that once Al has the system recorded in his work manual, I can now just choose from one of two short comments. �Al did you look at your list today?� or �Al you have a list that tells you this procedure.� It�s working great!
Very important tip: Keep your plan firmly in place until you have given it a generous amount of time to settle into place. Then evaluate. When you think your strategies aren't working, giving up is usually the reason why!
See companion articles by Ellen Mossman-Glazer~
Communication Tips to Help Your Employee with Asperger Syndrome Thrive in Your Work Place
Practical Tips to Help Your Employee with Asperger Syndrome Get Established in Your Office
Ellen Mossman-Glazer M.Ed. is a Life Skills Coach and Behavioral Specialist, specializing in Asperger Syndrome, High Functioning Autism, ADHD, and learning difficulties. Over her 20 years experience in education and treatment, Ellen has seen how children and adults struggle to 'fit in' despite their skills and talent. She now works in private practice across the USA and Canada, by phone, teleconference groups and email, helping people find their specific tools to thrive. Ellen is the author of two on line e-zines, Emotion Matters: Tools and Tips for Working with Feelings and Social Skills: The Micro Steps. Subscribe for free and see more about Ellen at artofbehaviorchange.com/artofbehaviorchange.com/
You can take a free mini assessment which Ellen will reply to with your first action step.