10 Deadly Sins Of Managers


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10 Deadly Sins Of Managers

  1. 1. 10 Deadly Sins of Managers
  2. 2. <ul><li>1. Don’t confuse yourself with God (Managers are not infallible). We make mistakes. There is no sin in being wrong. Apologize and move on. </li></ul>The medium of exchange is the message. That is, be careful how you say it and/or deliver it. Decisiveness doesn’t equal to stubbornness.
  3. 3. <ul><li>The atmosphere in which you deliver the message will have an effect or influence on how someone accepts the message. </li></ul>50% of the cases that come before an EEOC judge deal with the message, i.e., what was said.
  4. 4. <ul><li>If you’re looking for love in the workplace as a manager, you’re looking in the wrong place. </li></ul><ul><li>Here, a manager wants to be liked by everybody. Most managers want employees to be their friend. Guilt by association (going out to lunch or associating with every employee). You get paid the big bucks to exercise good judgment. </li></ul>
  5. 5. <ul><li>Life is a series of perceptions — perception can cost you just a much as any unlawful conduct. Perceptions can deep-six you as well as reality. </li></ul><ul><li>Beware of the Peter Principle — sucking up to someone (i.e., the employees who you associate with). </li></ul>
  6. 6. <ul><li>3. Failure to promptly address performance deficiencies or conduct issues (e.g., Joe is a lousy worker—bad performer). </li></ul>
  7. 7. Managers sometime reward bad performers at the expense of producers. Never take work from a bad employee and give it to a performer. Instead, consider other options: <ul><li>Provide training and/or coaching </li></ul><ul><li>Assign the bad employee to work with </li></ul><ul><li> a performer on a project </li></ul><ul><li>Consider placing the employee on a </li></ul><ul><li>Performance Improvement Plan (PIP). </li></ul>
  8. 8. <ul><li>A managerial problem shouldn’t equal to a bargaining unit problem. </li></ul><ul><li>Expectation of Managers – you are not being paid for your technical skills; but rather, for your people skills. This is the essence of being a manager. </li></ul>
  9. 9. <ul><li>You don’t have to be rude, nasty or offensive in public to say what you want to say to an employee </li></ul><ul><li>MANAGEMENT GUIDANCE : If it doesn’t concern performance or conduct issues, you shouldn’t be doing it. If you are, you will end up in “do-do” . </li></ul>
  10. 10. <ul><li>Views every grievance or dispute as an attack on the Manager, rather than an opportunity to resolve a workplace problem. </li></ul>
  11. 11. <ul><li>Managers should routinely do self-assessments regarding their supervisory style. That is, managers should examine his/her own conduct, and make adjustments, if warranted, before it rises to a formal complaint (i.e., resolve issues at the lowest possible level—informal complaint stage). </li></ul>Am I at fault? What about my conduct?
  12. 12. <ul><li>Managers should not take workplace disputes personally. It is a function of their position; in other words, it comes with the territory. </li></ul><ul><li>MANAGEMENT ADVICE : Figure out what the problem is and fix it. </li></ul>
  13. 13. <ul><li>Failure to do number four (i.e., resolve disputes) promptly and effectively. This failure gets managers into “do-do” (e.g., EEOC Sanctions). </li></ul><ul><li>Adverse inferences, a conclusion a judge may draw from the record that is before him/her, can be deadly. </li></ul>
  14. 14. <ul><li>Utilize the 4WH Rule – Who, What, Where, When and How. Answer these questions when looking into a workplace problem. Managers can control the Who and the What through Mediation. </li></ul><ul><li>Litigation equals a war and people get hurt in a war. </li></ul>
  15. 15. <ul><li>ADR – Mediation is not about winning nor establishing blame. It’s abut fixing a problem. </li></ul>
  16. 16. <ul><li>50% of the issues (workplace problems) that come before an EEOC Judge are “stupid”! And “stupid” is every bit as costly as unlawful conduct. </li></ul><ul><li>Oftentimes, issues that are subject of a dispute are very simple in nature. As an example, an employee requests workplace assistance, which is denied by the manager. </li></ul>
  17. 17. <ul><li>MANAGEMENT GUIDANCE : Don’t mix sex and employment together, unless you’re married. </li></ul>
  18. 18. <ul><li>Don’t play favorites with employees on the job (sex implication here). </li></ul>What about William Jefferson Clinton’s affair with Monica Lewinsky (i.e., the former President stood trial in the Senate for impeachment from the Office of the President). Query? Is lust lawful in the workplace? Query? Office romances—are they unlawful? How does consensual sex play out in the workplace?
  19. 19. <ul><li>A bloom doesn’t necessary make a rose. Here is an interesting statistic to consider—more than 50% of marriages end up in divorce. So, what are the odds of an office romance succeeding? </li></ul><ul><li>MANAGEMENT ADVICE : Don’t mix sex and employment together, unless you’re married  . </li></ul>
  20. 20. <ul><li>8. If you wouldn’t say it to your wife, mother, daughter or grandmother, don’t say it to a co-worker (e.g., Telling dirty or ethnic jokes in the workplace). </li></ul>
  21. 21. <ul><li>Note: Bill Cosby makes fun of the human condition, as opposed to a particular group (i.e., jokes about a “dumb blonde”). </li></ul><ul><li>Denigrating another human being is not a good idea because it’s done at that person’s own expense. In other words, what does it say about the person who engages in this type of conduct? </li></ul>
  22. 22. <ul><li>9. Engaging in retaliation against an employee who has filed an EEO complaint. </li></ul>
  23. 23. <ul><li>Managers should avoid this employment trap. In many EEO complaints, the underlying cause of action may receive a finding of no discrimination by EEOC, but a cause finding for retaliation. </li></ul><ul><li>In 2005, EEOC found cause for discrimination in approximately 2% of the cases; however, for retaliation cases, EEOC found cause in approximately 10% of the cases. </li></ul>
  24. 24. <ul><li>Statistical Note : </li></ul><ul><li>In 2005, 75,482 charges of alleged </li></ul><ul><li>discrimination were filed with the EEOC. </li></ul><ul><li>During the same fiscal year, 16,495 </li></ul><ul><li>individuals filed 18,017 complaints against the </li></ul><ul><li>Federal Government alleging discrimination. </li></ul><ul><li>The number one bases in complaint </li></ul><ul><li>allegations in 2005 was Reprisal/Retaliation. </li></ul>
  25. 25. Although there was a decline in the number of complaints filed, EEOC Administration Judges issued 232 decisions finding of discrimination. Federal Agencies paid monetary benefits totaling $51.7 million to EEO complainants as a result of final agency decisions, settlement agreements, and final agency actions in which agencies agreed to fully implement EEOC Administration Judge’s decisions.
  26. 26. <ul><li>10. Don’t make or refuse to make personnel and/or managerial decisions out of fear of an EEO complaint being filed against you by an employee. </li></ul><ul><li>MANAGEMENT GUIDANCE : Always manage all of your employees by consistently and uniformly applying all of the workplace rules and requirements to all employees. </li></ul>
  27. 27. <ul><ul><li>This is the end . . . . Hoo-RAH!!!! </li></ul></ul>