pelleyblog: May 2009

Sunday, May 31, 2009

Thanks Ray

During the energy crisis of the 80's, our manufacturing company had our maintenance person put together a program of how to save energy and thus help save money. Ray had many suggestions, but one in particular stuck with me. Ray suggested we simply learn to turn off the water while shaving and brushing our teeth. I've long forgotten the average savings figures Ray told us, and I'm sure the savings were modest at best. But I'm also sure the waste of water (and heat for the shaving water) were pure wastes, money down the drain, and a waste that could be cured without any inconvenience if we would only remember to do it.

We've been away for several days visiting the New Jersey shore. I came home and wrote this post because I thought about Ray one morning at the hotel. Yes I was shaving. And brushing my teeth. And yes, I did turn off the water. And I remembered Ray and his energy saving meeting. How it was probably a chore for him to put together the presentation. How he may have been nervous giving it. How perhaps he may have wondered if it was really worth it.

Well thanks Ray. For me it was. I've used your tip for many, many years. And I've told others about it too. And perhaps today through this blog a few more faucets will be turned off when the water is simply being wasted down the drain.

Sometimes the little things we do have far reaching and long term impacts. Because of them we may occasionally receive great reward and profound recognition. More likely however the resulting impact will go unseen and unnoticed by the originator. But even though the originators like Ray may never know the result of their efforts, the change of behavior that others make and the fond memories of the originator are real.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies with managers at all levels.

Saturday, May 30, 2009

A Tale of Two Suppliers

The nature of my business has changed somewhat over the years and recently I’ve been busy making some long overdue changes. One change was to eliminate my toll-free number as it was rarely used. I was however always pleased with the cost, functionality and service of that supplier, formerly called GOTVMAIL and now called Grasshopper. Best of all, when it came time to part they were most helpful. Termination was quick, easy to do and acknowledged by e-mail along with, surprise, an unexpected refund for unused time. Even though I left just before it became Grasshopper, I expect that the same fine level of service I enjoyed for many years will continue. I recommend them.

Another change I must sadly make is to part ways with my long time primary e-mail provider, NetZero. Even though they do offer a very limited free service, I’ve always paid for a better level of service and was reasonably pleased for many years. Sadly things are quite different now. I use three other services for e-mail, all of which are free. The paid version of NetZero has far more advertising associated with it than any of the free ones. Until I discovered it and found out how to stop it, NetZero was attaching advertisements to my e-mails without my knowledge. Replying to some e-mails became tedious as some are placed into attached files (limiting your ability to read what you are replying to). The service has a low limit on attached file size that has prevented me from sending some attachments. Even though I paid for the service and didn’t like any of the above issues, I tended to live with it. With the most recent change, I no longer can.

NetZero now places ads in the area where you compose your e-mail. Most are animated. Some are obnoxious. Have you ever tried to compose an e-mail with a red background ad blinking away next to your text? I found that I couldn’t think straight. I started to use other services to answer e-mails received from NetZero. I contacted their customer service group to complain that the service was “unusable.” The response is that they are working on a way to eliminate such ads for paying customers. Working on it? Would any programmer out there disagree when I say it shouldn’t take a day to make that change?

The came the biggest frustration of all. Trying to copy my address files to the other services. Do think NetZero makes that easy for you to do? Do you think NetZero even talks about it? Guess again. And while Gmail recently announced an ability to help you copy your contact files from selected other services, NetZero wasn’t one of them.

So goodbye NetZero. You’ve already become secondary to other services. I’ll continue to pay for your useless service as I get the word out to everyone. But unlike Grasshopper, which I wouldn’t hesitate to use again, my termination will be permanent. And obviously I can’t recommend you.

For those who would like my new primary e-mail address, click here.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies through this blog, along with an occasional rant such as today.

Friday, May 29, 2009

A Big Time Mistake Again

Yesterday's post dealt with reserving time to handle unplanned situations that otherwise would render a daily time management plan to be useless. Today I want to share with you how a similar technique can be used to schedule operations where a certain amount of work arrives at random with short delivery dates that in turn require immediate use of resources.

A job shop had problems meeting customer delivery dates. Promised dates meant little and most jobs were scheduled in terms of "asap" or "must go" or "must must go," or "customer needs asap now." Even jobs that had promised dates usually ended up late after being converted to "asap" etc., and adding to the confusion. Each day several expediters tripped over each other bumping jobs and resetting priorities. Much turmoil, a fair amount of arguing, and some screaming and yelling followed many orders through the shop.

For years I suggested that a more structured scheduling system be put into place. For years I was told "it was impossible to do because 50% of the orders are from customers who order today and need it now if not sooner. That's just the way it was, it is and always will be."

What baloney. If 50% of the orders (let us also assume those orders represent 50% of capacity) are "need it now" orders, then set aside 50% of daily capacity for those orders. That would allow us to schedule the other 50% of capacity for orders that can be delivered on a scheduled date basis. We then have the best chance of delivering those scheduled date orders on time so they don't become "asap" at the last minute and add to the confusion. And we can better coordinate the last minute rush orders as we at least have a handle on available capacity.

About Pelleyblog. This blog covers topics of interest to managers, particularly those at the first-line supervisor level. Topics include handling difficult employees, leadership, counseling, coaching, problem solving, lean thinking, motivation and time management. We welcome your comments on this post.

Thursday, May 28, 2009

A Big Time Mistake

Do you have difficulty managing your time? Have you read books and articles on time management, seeking better ways to eliminate time wasters and better manage your time? Many experts on time management recommend writing a daily time plan including what you are going to do, when you are going to do it and how much time you will provide for it. What some experts fail to tell you is that your daily plan must begin by excluding a block of time for interruptions. If you fail to do that you'll be making a big time mistake.

Interruptions and unplanned or unforeseen activities are a fact of life. Virtually everyone has them. And if you don't set time aside for them your daily time plan will fail, and you will continue to be frustrated and unhappy that you couldn't accomplish all that you set out to do.

This technique is easy to do. First estimate how much time you spend each day on interruptions. Try to get as accurate an estimate as you can. Let's say that's two hours for you. Now assuming you work an eight hour day, that means your daily written time plan will only have room for six hours of planned time.

While being cognizant of morning deadlines, try to schedule the entire two hours for interruptions as early in the day as possible, ideally right at the beginning. As the day begins, start working the other items on your daily plan right away. Assuming no early morning deadlines, a start time for you of 8:00 and the first scheduled item to take 30 minutes, the first scheduled item would show on your plan as being due at 10:30 (two hours for interruptions and 30 minutes for the activity). If you actually experience 10 minutes of interruptions, the first scheduled activity will be done by 8:40; you'll be ahead of schedule and feeling good. Now start your next activity, let's say it was planned for 45 minutes and due at 1:15. With an actual 15 minutes of interruption you'll get it done by 9:40. Still looking good. Continue that process throughout the day.

One strong note of caution here. Don't get lulled into a sense of false security because you are ahead of schedule early in the day. That may cause you to slack off or depart from your daily plan which in turn will most likely result in failure of your plan as the day evolves and interruptions ultimately come in.

About me: Dan Pelley teaches time management as part of his "Managing for Results" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York have one or more people who earned this certificate.

Wednesday, May 27, 2009

How Do Your Standardize Non-Measurables?

In some seminars I use a format called "Challenge the Instructor." People prepare written questions along the lines of "How do you handle a situation where.....?" Here's one that was particularly difficult to answer: "How do you standardize non-measurable requirements from the customer?"

Seems to me that's an oxymoron. "A standard generally refers to a definite rule, principle, or measure established by authority" (Merriam-Webster Dictionary). And some customer requirements are difficult to clearly define such as what is an acceptable finish on a part. For example: lost wax castings, especially larger ones, may have cracks that require preparation ("dig out"), welding the crack completely and then "blending" the weld into the contour of the part by grinding the weld surface and a small portion of the surrounding part. The idea of what represents an acceptable weld blend is a value judgment of cosmetics. The person submitting the challenge had a similar type of problem.

Since beauty is always in the eye of the beholder and can't be measured, I advised that no precise standard could be established (at least not at a reasonable cost). However a series of examples (pictures, models, samples) could be prepared to illustrate what constitutes an acceptable result and what does not. Even then, I advised, there would always be the potential for controversy the closer the item in question gets to the (undefined) border between acceptable and not acceptable.

Getting the customer to supply such examples would be most useful. Or, if the customer won't supply examples, keeping samples (such as pictures) of selected items shipped as well as similar samples of items returned by the customer should result in a fairly useful sample set.

About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited above came from a participant in one of his "Thriving on Change" seminars.

Tuesday, May 26, 2009

The Abrasive Achiever

A manager had a very good employee with a very bad trait. An employee who does a significant quantity of work with good results. An employee who asks the manager to set priorities when the workload is getting heavy, and also alerts the manager when a job will not meet the deadline.

Unfortunately the employee is also quite abrasive to co-workers who disrupt his work with questions, or requests for information or assistance. With little or no tact he lets them know just how much of a workload he has, how busy he is, and how their disruption is an imposition.

Sounds to me like the manager is dealing with an abrasive achiever; a person with a high focus on achievement of task, and a low focus on working with other people. This sort of person loves to blast through a heavy backlog of work while meeting all goals including quality and timeliness so they can gain recognition for outstanding performance and results. They tend to get frustrated and angry when anything disrupts their forward momentum, and their forceful, driven nature causes them to have little patience or tact when dealing with the disruption.

The end result is not good for department teamwork or harmony. Relationships with co-workers become strained, morale suffers. On the other hand, we don't like to be critical and possibly demoralize one of our "best" workers when it comes to getting things done. What to do?

Guard against overloading the achiever with so much work they have little time to assist others. Achievers will generally take on as much work as you can give them and then try to get it all done. When there is an overload of work, the achiever puts their head down and works even harder, under increasing pressure and with a rising stress level which intensifies focus on getting it done and an increases awareness that a deadline may be missed. Along comes a co-worker with an innocent question and the achiever snaps.

Also realize that when you give an achiever a slightly lighter workload, they are usually quite willing to help co-workers as part of the achiever's need to fill the day with things to do.

Just how much work should be given to your achiever will always be a balancing act and a judgment call. Hopefully the guidance above will help. But you also must make sure your achiever clearly understands that, no matter how great their individual workload, abrasiveness, rudeness, lack of cooperation and respect for others are not acceptable behaviors and cannot and will not be tolerated.

About me: Dan Pelley teaches Managing People, a 16-hour program concerned with the topics of motivating people, developing positive attitudes, being more effective in getting the best out of each unique employee, and handling people problems. The program is offered to companies as an on-site program, and it is also offered on an open enrollment basis in Danielson, CT and Lincoln, RI.

Monday, May 25, 2009

Lest We Forget

Ah! A Holiday. Celebrated in many ways. A cookout. Beach day. Day trip. Sports event. Shopping the sales. Visiting the family plot at the cemetery. Perhaps a parade, but those are getting fewer and smaller. As are the realities of what this holiday was meant to be.

Originally called "Decoration Day," the holiday was designed to commemorate and remember the ultimate sacrifice of those who fought to preserve our way of life. Families of fallen soldiers would decorate their graves with flowers, remembering them as people who once walked among us, and honoring them for their service.

We are the greatest nation in the world. People go to great lengths to come here. I'll bet if you could survey the entire world population, most would love to live here. And yet there are so many who live here who trash this country and our way of life. Talk about our consumerism. Talk about our greed. Talk about how we don't do this and don't do that. Talk about how we should be like those very same countries that people flee from to come here. And at the extreme talk about how we should protest, revolt, ignore the law and engage in civil disobedience. Most people who talk this way disdain our military muscle and might. The very muscle and might that creates a society where they can say what they please due to those very people they disdain and disrespect who sacrificed so they would have the freedom to say what they wish in this great country. Say and do things they know in other countries would bring them sanctions, punishment and even death.

With the elimination of the draft fewer families are concerned with the military. Fewer families watch what is happening on the world stage and worry that one of their own might be called to serve. Many families no longer relate to the sacrifices made even by those who were drafted and gave up two years of their lives, even if only to serve in a non-combat environment.

I'm having difficulty writing this as I have some personal experiences in this area. And I find that I could vent and rant about this all day. But that is not my intention. So let me close today by saying thank you to those I knew who never came back. And thank you to those I knew who did their duty and returned home. And thank you to all who served in the past, and to all who serve now. But especially on this day, a special thank you, remembrance and prayer for all who paid the ultimate sacrifice for our way of life.

Sunday, May 24, 2009

Do You Worry About Mistakes?

Mistakes are a natural part of the human experience. Everyone makes them. Some people agonize and worry about them, other people treat them for what they are: learning experiences. Here's a couple of thoughts to help put mistakes into proper perspective:

"Our errors are surely not such awfully solemn things. In a world where we are so sure to incur them, a certain lightness of heart seems healthier than excessive nervousness on their behalf."
William James

"You work for me and you don't make mistakes once in a while, you're not doing your job."
Reginald LaVerdiere

About Pelleyblog: We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us.

Saturday, May 23, 2009

What I'm Doing Today

It's the holiday weekend and I wish you a pleasant one. May was thankfully a busier than expected month for Dan Pelley Educational Services (DPES) and with June nearly fully booked, I need to split my time this weekend between DPES, things to do around the home, and some holiday time as well.

I began in March upgrading the supervision series books and four of the five have been completed. These four now require double-sided printing in order to fit comfortably in our standard binder spline size. Double-sided printing is of course ecologically friendly and I'm glad to do it. The books for the June programs are here now and I may even bind a few today to see what they look like.

As many of you know, I am a do-it-yourselfer so this weekend also involves installing a new valving system on the the swimming pool. The grandchildren love it, as do their mommies and my wife (who the grandchildren call "Gigi)". Although not a big enthusiast, I do like the pool at the end of a hot day when the crowd has gone. I set two cold ones (never more, never less) at the edge of the pool where I can stand with water up to my shoulders and stay cool in-between dives off the board.

Just to keep you posted, "Managing for Results" will be running in Lincoln, RI starting Thursday June 4. The class limit is twenty people and there are five seats left if you are interested. At last check, "Building High Performance Teams" at QVCC in Danielson, CT starting Tuesday June 2 in the morning is full. "Leadership Skills" at QVCC starting on the same day in the afternoon may have seats available. You can register on-line for "Managing For Results" or "Leadership Skills" by clicking here to visit my website. "Proactive Leadership" in Lincoln starting Tuesday July 21 also has two people registered although the program is not yet "officially" open for registrations.

Well it is Saturday so off I go. Hope you and yours enjoy whatever you are doing on this holiday weekend.

About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Friday, May 22, 2009

A Benevolent Dictatorship

There are many different structures for organizing people into work teams including leader-centered, shared leader, self-directed and self managed. But there’s another structure that can be very useful even though you rarely hear of it. It’s called the benevolent dictatorship and I learned about it from a company president who was skeptical about his teams’ ability to stay focused and move forward on a timely basis.

After thinking about the available team structures he concluded that none precisely fit what he was trying to do. So he modified self-directed team fundamentals to insert review sessions at critical points. If he was happy with the progress achieved by the time of the review session he would allow the team to continue without interference. But if he was unhappy with the progress achieved he did not attempt to coach or counsel or negotiate with the team to come to a suitable answer acceptable to all. Instead he would dictate what he wanted done, set a new review date and then allow the team to work without interference.

For example, he might begin a project by discussing the problem, area of concern or desired improvement with the team. When he believed that the team had a good grasp of what he was asking them to do, he would ask them when they would be ready to present project goals and a rough outline of approach. Based on the response, which might be negotiated or even dictated to the team, he would set the date for the first review meeting. At that meeting, if he was pleased with the results he would ask the team when they would have a detailed action plan ready for review. Based on that response, which might be negotiated or even dictated to the team, he would set the date for the next review meeting. As long as he was pleased with the results, each review meeting would continue on the same basis.

The dictatorship came into play in a powerful way whenever he was not pleased with the progress made or the results achieved by the time of a review meeting. At that time he would decree what he wanted done. Using the example above, if the team didn’t make sufficient progress by the first review meeting or if at the first review meeting he disagreed with either the goals or the rough approach set by the team, he would decree the goals as well as the approach they were to follow. Then he would ask the team when they would have a detailed action plan ready for review. Based on that response, which might be negotiated or even dictated to the team, he would set the date for the next review meeting.

I see a lot of merit in his approach. If done correctly, it balances control with empowerment. As long as a team understands its mission by carefully listening to his input, he will empower them to work independently to the first review point. If they are on target at that point, he allows them to move independently to the next review point. And so on until he ends up with mission accomplished. Teams are not overly pressured, but they are not allowed to slack off. Teams are allowed a lot of flexibility as long as they stay on target. And the strategic review points prevent the waste of time and resources associated with a team that gets itself way off base.

About me: Dan Pelley teaches team organization, formats and structures as part of his "Participative Management (Building High Performance Teams)" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York have one or more people who earned this certificate.

Thursday, May 21, 2009

Increasing Confidence and Self-Esteem

The process of helping employees develop confidence and gain self-esteem is approached in the much the same way you would develop it in a child. Start small (baby steps), provide lots of encouragement (nurturing), help them recover from any errors by treating errors as learning experiences (pick up and dust off after they fall down), back away slowly (start letting go) and encourage them to work toward independence (let them do things on their own).

About Pelleyblog. This blog covers topics of interest to managers, both new managers seeking to learn new skills and more experienced managers seeking to update their skills. We also encourage everyone to participate in the blog by commenting on any post, or by submitting your own article for posting. If you would like to know more about submitting articles or topics for consideration, click here to send me an e-mail.

Wednesday, May 20, 2009

Be Proactive With Yourself

My supervision series has several homework assignments, two of which involve self-assessments. Personal traits and characteristics are looked at in "Managing People" and leadership traits and characteristics are looked at in "Leadership Skills." After assessing all characteristics, the homework assignments ask participants to select a trait that represents their best strength and describe the benefits resulting from that strength. Next participants select a trait that represents their worst deficiency and describe the negative results caused by that trait. Finally participants present action steps to reduce, downplay, minimize or eliminate the problem.

All too often, the answers to the final question are far too passive in approach. Participants talk about what they would do, could do or should do. At the extreme some participants say they "will think about it", "try to fix it" or "make an effort to do better." These approaches are passive; they do not reflect clear action steps or a sense of timing. I get the impression that writing the answers to the homework question represents the sum total of the participant's efforts to solve their problem.

For example, recently a person wanted to be more creative. His action plan consisted solely and exclusively of talking to his peers who most likely would have creative ideas as well as encouraging his direct reports to come up with new ideas. That's a passive approach.

If a person truly wants to be more creative, innovative, a leader of change and an implementer of new ideas, one has to actively develop and pursue a number of resources beyond our own circle of acquaintances. Attending professional development seminars. Going to trade shows. Taking continuing education classes especially in areas we are not familiar with. Subscribing to relevant trade journals and magazines. Joining on-line groups and forums. Volunteering to investigate and report on an emerging trend. With that expanded approach a person would have several things to do. The potential to be more proactive would be at hand. But until the person writes out an action plan with target dates, it's still too passive.

"I will attend the Northeast Region Convention of (association) on (dates). I will attend the National (industry) Trade Show in (location) on (date). I will catch up on the (on-line) forum at least once a week, no later than Thursday. I will go to the library tonight and take out the best book they can recommend on innovation; and I will read it completely before the return date. I will submit six new continuous improvement ideas to my boss in writing, one every other month for the next twelve months." And so forth. Now that's a specific proactive action plan. When you put that kind of thought into it, you are more likely to commit to it. If you commit to it, you are likely to do it. If you do it, you should improve in the area of creativity, or whatever other area of self improvement you choose.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.

Tuesday, May 19, 2009

Brutally Honest

Do you have an employee who is "brutally honest" with co-workers? The kind of person who criticizes other people directly, bluntly and without mercy. They make little effort to be sensitive, diplomatic or kind. They dismiss the fact that the coworker may be upset or feels hurt by what they've said. They often justify their brutally honest approach by adopting the position that someone had to clearly tell the co-worker how things are in no uncertain terms.

In defense of their behavior, the brutally honest person usually takes the position that they are "just being honest" or they "tell it like it is," or they "don't like to beat around the bush." They fail to realize their behavior lowers morale, creates friction within the department and can easily be viewed as a bullying.

As the leader of your department it's your job to counsel the offender. Let them know that being brutally honest is not helpful, and the excuse of "just being honest" or "that's the way I am" is not acceptable. There is no excuse for browbeating or bullying a coworker which may ultimately give rise to complaints of harassment or even a hostile work environment.

The offender needs to understand there are constructive ways to give criticism, and those ways involve empathy, compassion, and understanding. If, after counseling, the offender recognizes the error of their ways and wants to change, you can coach them in how to say things tactfully, diplomatically and in a way that makes other people value and appreciate their feedback. But if the offender can't or won't change their brutally honest ways, then muzzle them. Let them know in no uncertain terms that they are not to evaluate, advise, suggest, recommend or otherwise get involved with co-workers in a way that can be viewed as overt or covert destructive criticism.

About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited above came from a participant in one of his supervisory management development programs.

Monday, May 18, 2009

Accepting Praise

I was reading homework assignments the other day when I ran across an issue that "hit home" with me. The writer was talking about finding it difficult to accept praise from others. She indicated that it bothered her a lot.

For some reason that I've never figured out, I tend to feel that way too. When complimented I feel awkward and will sometimes look away or change the subject. Weird isn't it? And I truly don't know why I do that. But I suspect that it doesn't look well in the eyes of the complimenter, and I also suspect that it doesn't make me look very polished, poised or professional either.

I always try to give feedback on all homework assignments. This was my comment to the writer: "If you don't know what to say when people praise you, make a list of phrases and then practice them. Phrases such as "Oh thank you, that's nice to hear." Or "I'm so glad you liked it." Or "Thanks. I'm happy we could get that to you on time." Or "Thank you. I'm glad I was able to help." Or "Thanks much. I appreciate the feedback."

When I finished, I was astounded with my feedback. I believe I gave her good advice. Advice I'd never previously thought of to solve my own difficulties with receiving praise. Some of you have heard me say "I teach because I learn from every class." Well I certainly learned a lesson and a technique to use from this class, and I wanted to share the experience with you.

About me: Dan Pelley teaches the concepts of understanding yourself and understanding others as part of his "Managing People" program, one of five programs leading to a "Certificate in Supervisory Management." The issue recited above came from a participant in his "Managing People" program.

Sunday, May 17, 2009

On Being Criticized

Do you get discouraged when someone criticizes you? Here's another way of looking at criticism:

"What do you care when some folks start knocking you? It's a sign you are starting to get someplace." Ralph Ellison, "The Invisible Man"

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome.

Saturday, May 16, 2009

Analyzing Performance Problems

Yesterday's post presented a key question to consider when you have an employee performance problem. Are you facing an issue of skill and thus need to coach and train, or are you facing a question of will and thus need to counsel and discipline? You may want to read that post first.

I was first introduced to the skill versus will question in a wonderful book, "Analyzing Performance Problems," first edition, by Robert Mager and Peter Pipe. The book was a gift from Bill Ahearn, former Director of Human Resources for Newport Creamery Restaurants. Bill had originally purchased a copy for himself and was so impressed by the merits of the book that he purchased several additional copies to give to others including myself.

This is one of the finest management books I have ever read. I began recommending it as soon as I finished reading it for the first time, over 2o years ago. The current version of the book is the third edition which I purchased when it was issued in 1997. It continues to be a wonderful resource for managers who must deal with employee performance problems. Even better, unlike so many other management books, it's easy to read. And you can read it conventionally, chapter by chapter, beginning to end, and gain a tremendous amount of information.

But you can also use the book dynamically as it is organized as a decision tree. Indeed the third edition includes a copy of the complete decision tree as a fold-out in the back of the book. You use the book dynamically by having a particular situation involving an individual employee in mind. As you come to each question (decision point) in the book you answer the question based on the situation you have in mind. Then you jump to the topic in the book indicated by your answer to the question. In a dynamic fashion you are skipping over information not applicable to your current situation, and instead follow a path reflecting the current situation. You end up with a tightly focused concise set of information that recommends how to deal very specifically with the particular problem for the individual employee who has the performance problem.

Over the years I've always wanted to add a bookstore to my website at danpelley.com. The carrying cost of inventory and other logistical issues have prevented me from doing that. But I have added a recommended reading list to this blog and currently present the four management books that I favor most as valuable resources. "Analyzing Performance Problems" is of course one of these books. You'll find the recommended reading list in the right-hand column of the blog just above "The Icon Me" on the green bar. If you'd like to purchase the book from Amazon, you can click on the title in the recommended reading list and go directly to that book's listing at Amazon.

If you choose to purchase the book from Amazon or another bookstore or even decide to check it out at the library, I'd be interested in knowing your thoughts on the book.

About me: Dan Pelley offers a series of five programs leading to a Certificate in Supervisory Management. The five programs are "Managing People,: "Leadership Skills," "Managing For Results," "Proactive Leadership," and "Participative Management." 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York have one or more people who earned this certificate.

Friday, May 15, 2009

A Key Question Regarding Difficult Employees

Yesterday I did my seven hour "Understanding the Difficult Employee" program in Colchester, CT. As we talked about gathering facts and creating an impact statement, I presented a key question to ask whenever a manager has to deal with an employee performance problem: "Is it a question of skill, or is it a question of will?"

If it is a question of skill, in effect you are saying "My employee has the will; they want to do the job. They want to do a good job. In fact they would do a good job; it's just that they don't know how to do the job." In that case you'll proceed with coaching and teaching the skill. You'll also think about questions such as prior experience, aptitude and ability to learn.

On the other hand if it is a question of will, in effect you are saying "My employee has the skill; they know how to do the job. They know how to do a good job. In fact they could do a good job; it's just that they don't want to do the job." In that case all the coaching and teaching in the world isn't going to help you. You need to move towards counseling and discipline, and you'll also want to consider things like personal interests, career goals and motivation.

When a manager says "I have a difficult employee," the overwhelming majority of the time you can bet that the issue is not one of skill. Thus our "Handling the Difficult Employee" program focuses on motivation, personal interests, counseling and discipline.

I also have to credit Robert Mager and Peter Pipe for introducing me to the concept of skill versus will. More about them in tomorrow's post.

About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts (MA), Connecticut (CT) and Rhode Island (RI). "Handling the Difficult Employee can also be presented on-site at your location. Visit our website (click here) or e-mail (click here) for more information.

Thursday, May 14, 2009

Continuing My Research

I've finished one of the three books recently purchased on the topic of understanding the millennial employee. The book has a lot of good background information, but seemed limited in its scope. Most information centered around well educated millennials, principally from ivy league or well recognized schools, many with advanced degrees and working for very large companies. The book shed light on many issues, but failed to address a key concern raised early in my search for a better understanding of millennials.

In a meeting at a client company that viewed millennials as being problematic, I stated my continuing belief that many millennials had a good work ethic and were highly motivated. By way of example, I went on to talk about the many high school students who work hard to get into a good college.

My client responded that, while my example may be true, their millennial employees were not people who went to college, did not have a strong work ethic and were difficult to manage. At that time, I didn't have a good response. And the book I just read, while giving much information about millennials, didn't help in regard to millennials in non-professional positions. My research continues.

I'm on my second book now. It tends to be more practical and applied. It also deals with millennials in lower skill entry-level positions. I've just finished the third chapter.

You may be wondering why I haven't mentioned the book titles. Simply because I want to finish the three so I can compare them for you. At that time I will make any appropriate recommendations. In the meantime, you will find the books that I've been recommending for years on my recommended reading list in the right hand column of the blog.

I also urge those of you who have information to share regarding millennials to comment on this post or to e-mail me with comments. Click here for my e-mail address.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.

Wednesday, May 13, 2009

The Fix-it Cell

Yesterday's post reminded me of a plant tour several years ago. The company prided itself on its well-organized and highly efficient facility. All production was organized using cellular manufacturing concepts where manufacturing employees had everything they needed to do their work at their fingertips. Company managers boasted of the ever increasing levels of productivity in each cell.

The shock came when we visited the final and largest cell. It was called the rework cell. All other cells, working just as fast as they could, would send their finished products to an inspection cell for a final inspection. Any part failing final inspection would then be forward to the rework cell where the problem was corrected! Is that incredibly stupid or what?

Production cells were recognized for improving productivity. Because mistakes were corrected in the rework cell, they had little knowledge of the magnitude of their mistakes. Even if they did, it wouldn't matter as it was the job of someone else to fix those mistakes. The production cells knew they were recognized for increasing production, and so production increased. As production increased, so did the rejects!

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies with managers at all levels.

Tuesday, May 12, 2009

Don't Fix Their Mistakes

Here's a good rule to follow whenever an employee makes a mistake. If it's a work in progress, do not take the work away from the employee. Do not fix it yourself or let someone else fix it. If the work has been moved to another area where the mistake is caught, do not let someone else fix the mistake while no feedback is given to the person who made the mistake.

When other people fix their mistakes, employees soon learn not to be too concerned about mistakes because other people will fix them. When people aren't told of their mistakes they will naturally think the work was correct and have no reason to think otherwise.

It's always a good practice to have the person who makes a mistake correct the mistake. Follow the model of one major tax preparation firm. Tax preparers complete a tax return and send it to a checking department. Mistakes are identified and noted on the return which is then sent back to the preparer for correction and resubmission to the checking department. The checking department never corrects errors. That company knows, and so should you, that people who are responsible for fixing their own mistakes quickly learn not to make those mistakes.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome.

Monday, May 11, 2009

How Lean is Too Lean?

There's a lot of value in "lean thinking" and the lean methodology for continuous improvement by eliminating waste and adding value for our customers. But it also seems to me that some companies use "lean thinking" as an excuse for cost cutting approaches that either add little or no value, or to some degree actually create waste. Take elimination of receptionists for example.

Since many manufacturing companies receive few visitors, some of them have eliminated the receptionist position as part of "streamlining" to eliminate waste. Here's two examples of what can happen:

In one company I stood in a darkened lobby. It was eerily quiet. No one around. No one to greet me. Almost like the company was was closed. I finally found a small (3x5 card) sign on the door leading from the lobby. It instructed me to dial the extension number of the person I wished to see. Luckily I had brought that number with me, but I didn't see any telephone. After some searching, I went behind the counter to where the receptionist would sit. It felt strange because guests don't usually go behind the counter. After a bit of searching, I located the telephone hidden away. I dialed my contact and waited in the barren dark lobby until he came to greet me.
In another company, I didn't get into the lobby. The door was locked. But there was a bell to ring. And ring. And ring. The lobby was dark. No one at the reception desk. I finally had to telephone my contact using my cell phone. Then I had to wait on the front steps until he arrived to let me in. He told me the receptionist was eliminated as part of a restructuring.

Both of the above examples involved companies employing around 100 people at each of these locations. In both cases there was no value added for the "customer," the person visiting the company. Just a waste of the customer's time and a first impression for a visitor that the company was in deep financial trouble and possibly going out of business. These companies failed to realize that there is such a thing as being too lean.

About me: Dan Pelley overviews "Lean Thinking," "Six Sigma," and the "Theory of Constraints" as well as other continuous improvement techniques as part of his "Proactive Leadership" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut (CT), Rhode Island (RI), Connecticut (CT). Massachusetts (MA) and New York (NY) have one or more people who earned this certificate.

Sunday, May 10, 2009

Long Distance Participants

I'm thankful to be an educator, and I am honored to receive much recognition for my work. Not just the formal awards such as the Continuous Quality Instruction Award from Bryant College, the Distinguished Service Award from Quinebaug Valley Community College, and the 2004 Richard Fontaine Award for Teaching Excellence, but the informal tokens of appreciation as well. Such as the song written for me by Barbara Royea, the plaques from class participants, the sweatshirt autographed by an entire class, the miniature chalkboard crafted by a graduate, and the numerous t-shirts and small gifts. While I never look for or seek out such things, they are always appreciated and valued. Indeed, I tend to cherish the small homemade things more than the fancy formal awards.

But the form of recognition that I find most profound is the number of people willing to travel long distances to attend my programs. Like the person traveling from New Haven, CT to New London, CT to attend programs, 57 miles each way. The persons travelling from New London, CT to Lincoln, RI (67 miles each way). The persons going to Danielson, CT from Chicopee, MA (71 miles each way) and Orange, CT (88 miles each way). The persons going from Tiverton, RI to Rocky Hill, CT (114 miles each way).

Then there's the all-time record holder. Rich Fitzgerald of Saugerties, New York found the information in my programs to be worth traveling 175 miles each way for each day he attended classes in Danielson, CT.

Many thanks to the more than 8,000 people who have attended my programs over the years and the more than 600 companies that supported their continuing education efforts.

About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island (RI), Massachusetts (MA) and Connecticut (CT). Click here to visit his website.

Saturday, May 9, 2009

Be Thankful It's Not You

In these difficult economic times, there are lots of people looking for jobs. And, as you yourself may recall, looking for work can be very stressful. Even though we can be picky and choosy among all the applicants, we always want to be sure we treat every applicant with dignity and respect. Remember that first impressions are lasting impressions. Right from the beginning you want to to be positive, warm and friendly. You want to give every job applicant the impression that your company is a great place to work.

When a person comes in to apply for a job, treat the applicant as a guest of your company. You want to be warm and friendly and convey a good impression because this applicant may turn out to be someone you want to hire. Even they are not a good match for your company they may have friends who are. And when their friends ask them what kind of company you are, you'll be glad you gave them a favorable impression.

So remember the golden rule when you talk with job applicants and interview job candidates. Treat every applicant as you would like to be treated. In fact, you might even be thankful that it's not you who is looking for a job.

About Pelleyblog: We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us.

Friday, May 8, 2009

A Millenial Example

I got an e-mail last week from Barry J. Wojtcuk, Vice President of Operations, Connecticut Ambulance Billing Service, Inc., Norwich, CT regarding millennial employees. Barry shared a past experience at a different company involving a millennial. I thought you might be interested in reading it and learning what Barry did to handle the situation. Here's the e-mail, reprinted with Barry's permission.

"I read your recent blogs on the 'new' employee attitude, Millennial Employees. I thought I would share with you an experience I had many years ago as a Nursing Home Administrator at a very small nursing home.

"One young, but adult, Nurse’s Aide had requested a Monday off so she and her boyfriend could spend a long weekend away. She was granted the day off and was to report for her regular next shift, the Tuesday following the long weekend. When that day showed up, and she did not, calls to her home were placed and to the person that was listed as a contact. No results were received, she was essentially AWOL. Upon her reporting to work the following shift, she was given a written warning for a “no show, no call” (her actions had compromised staffing ratios, causing hold-over till a replacement was found) She protested. Loudly. It wasn’t her fault, they were having a great time and had decided to stay another day, and she had called and asked that her mother call her out. It really wasn’t fair that she got a warning because her mother hadn’t called her out; at least that was the way her thought process was going.

"My response was, I thought, kind and to the point. I reminded her that SHE was my employee, that SHE was who the relationship was with, and that as an adult, SHE had the responsibility of contacting us. As she could contact her mother, she could also have contacted us. I was sympathetic to her plight, but really didn’t think there was anything I could do because her mother didn’t call in for her and frankly, her mother was not our employee. I did however, suggest that if that was the case, she should discuss her mother’s inaction and the result with her."

Thanks for the input Barry! Expect more posts on millennials coming up.

About Pelleyblog: Pelleyblog focuses on management topics for supervisors and other first-line managers. We are an extension of Dan Pelley Educational Services which conducts management development programs primarily in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI), although we also serve the other New England states. Pelleyblog welcomes and looks forward to new readers from any geographic location.

Thursday, May 7, 2009

Working With Suppliers

Everyone knows we should do our best to maintain good working relationships with our customers. I also believe we should do our best to maintain good working relationships with our suppliers and vendors as well.

Some people believe that because they are the customer they have the right to impose, to put upon, browbeat and persecute their suppliers. More often than not, they do that to make up for their own lack of planning, inefficiency and procrastination by pushing the problem onto the suppliers. In turn, most suppliers and vendors do their best under the most trying of circumstances because they are committed to satisfying their customers. The customer may not always be right, but the customer is always the customer.

I don't like to do business that way. I look for ways to help my suppliers service me better. When my instructions are not clear, I learn how to change them so my suppliers can better understand them. I also learn and try to respect my vendors lead times and try my best to give them as much time as possible to do my work. I am also very loyal to my suppliers and vendors; not that I don't change from time to time, but it does take a lot for me to terminate a business relationship.

Of course there's a very good reason for my approach to suppliers. Clear instructions help ensure the job will be done correctly. Respecting lead times helps ensure my jobs are not done in a crisis mode which often leads to problems. And when on those rare occasions a supplier asks if they can have a few extra days on my job because they have a lot of work to do, I try accommodate them whenever I can. And often times I can. But if I say I can't, they respect that and make sure my job gets done on time.

By not being a problem customer and by partnering with my suppliers and vendors to create a smooth and mutually beneficial working relationship, I find that when I make a mistake or I need to impose a very short delivery date, my suppliers and vendors will go out of their way to help me out in any way that they possibly can.

I'm sharing these thoughts because today I had to impose on one of my suppliers. One of my customers booked a program which gave me a very short lead time to produce books and other materials. I phoned ahead to let the supplier know I would be in the next day so they could plan for me. Wouldn't you know it? The person who normally does my work was on vacation. But they said "Come on in Dan and we'll take care of you." I arrived this morning to a quiet shop. With the primary person on vacation, they weren't in a production mode today -- -- except for me. Several people who normally work in other areas pitched in and did the job while I waited. Thanks gals and guys.

About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Wednesday, May 6, 2009

Alternate Methodologies

Yesterday's post dealt with the matter of style versus substance when it comes to disciplining an employee who doesn't do the job the boss's way (has a different style) but does deliver the job in a way that meets the boss's performance parameters (achieves the job substance). You may want to read that post first.

Some people argue that there may be very good reasons for doing a job a certain way, reasons that go far beyond a boss's preference. Reasons such as standard operating procedures, company rules and guidelines, industry accepted best practices, and "customer approved" procedures. Certainly those are good and valid reasons for doing a job a certain way. But if an employee has found a methodology that meets all job requirements in terms of quality, productivity and other relevant measures then perhaps it is time to take another look at those procedures, rules, guidelines, best practices, and customer requirements.

Recognize that alternate methodologies can be found in many highly structured and strictly regulated environments. Indeed, both the ISO and QS systems for procedure control allow for alternate methodologies as long as those methodologies were properly qualified under the applicable ISO or QS system. Indeed, GAAP (generally accepted accounting practices) which regulate and control financial reporting practices allow for alternate methodologies in such areas as a LIFO to FIFO inventory conversion, and in converting accrual basis bookkeeping to cash basis reporting. And, if the customer agrees, even "customer approved" procedures can be changed to accept alternate methodologies.

Alternate methodologies allow employees the freedom to do the job the way the employees want to do the job, provided that the employees do follow an approved alternate methodology. When employees get to do the work the way they like to do it, chances are you may end up with even better than standard performance and quality.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA), I am pleased to have an opportunity to share my experiences and business philosophies with managers at all levels.

Tuesday, May 5, 2009

Much Ado About a Vacuum Hose

As a teenager, two people generally worked on my car. When I could afford it, I would pay Tupper at the local garage. When I couldn't afford it, my Uncle Mel usually pitched in. Each had a different idea of how a vacuum line should be routed to the carburetor. Whenever one opened the hood to do anything, if that line wasn't routed the way they did it last time, they would complain and re-route it with a pointed comment such as "who the hell moved that line?" I kept my mouth closed while I rolled my eyes.

Later, when I was in college and really had no money, Mike would also work on the car from time to time, along with Mel and occasionally Tupper. Wouldn't you know it? Mike had a third way of routing that vacuum line. Now I had three complainers to ignore.

The silly thing was that it didn't matter how the vacuum line was routed. It only mattered that it was connected at both ends and wasn't kinked, pinched or perforated. The actual routing was simply mechanic's preference.

Here we have a lesson in style vs substance. Style is how someone goes about doing the work. Substance is the end result of that work effort. As managers we often don't like it when an employee does a job differently than the way we would do it. So we counsel and discipline the employee to do it our way. After all, we understand our way and we know it works. Yet if the employee's style (approach to the work) gets the same substance (in terms of end result or performance) then perhaps we should reconsider forcing them to do it our way. If forced to do it our way, the employee may become resentful, rebellious, uncooperative or less productive. After all, if their style produces the same result, what's the problem? Just imagine what would happen if one of the three mechanics was the boss of the other two, and constantly got on their case to route the vacuum line the boss's way even if that meant having to re-do the routing job.

About me: Dan Pelley examines the question of style versus substance as it applies to both making work assignments and effective discipline as part of his "Leadership Skills" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York (NY) have one or more people who earned this certificate.

Monday, May 4, 2009

Dealing With Personalities

Sometimes in dealing with employees, we encounter issues of personality. It may be a personality trait or characteristic that we simply don't like. Or it may be a personality trait or characteristic that other people (such as co-workers) don't like and thus complain to you. Should this be included in a formal or informal performance review? Does it warrant counseling or even stronger disciplinary measures?

Here's the key question to consider: "Does the personality trait impact the department, or does it simply annoy you?" If the personality trait impacts the department, then consider this: "Is it truly disruptive to performance and/or offensive to others, or are others intolerant because they don't happen to like the person?"

Generally speaking (and it is hard to be general about this), personality issues should only be dealt with when the result is a very definite work related performance issue or when a reasonable third party would conclude that the behavior, trait or characteristic is offensive and not acceptable in the workplace.

It's a fine line and there's no perfect answers. For example, do they simply lack good manners (probably not an issue) or are they rude to others (probably an issue)? Do they mumble to themselves when working alone and others complain "that's weird" (probably not an issue) or do they have a loud voice that disrupts the thought process and conversations of others (probably an issue)?

If it's a department performance issue, you'll need to deal with it by way of a performance review and/or disciplinary measures. If its a simple annoyance you'll have to decide how much effort you want to put into attempting to get them to change their behavior weighed against the idea the the co-workers and you will just have to accept it, live with it, overlook it, get over it and move on remembering that each us probably have our own little annoying quirks as well.

About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited is often raised by participants in his "Effective Performance Appraisals" and "Handling the Difficult Employee" seminars. These programs can be presented in-house at your company. Contact us to learn more.

Sunday, May 3, 2009

A Note on Comments

I welcome and encourage all readers to comment on our posts. I will always try to make sure your comment appears on the blog within 24 hours. However, on occasion when I leave for a program early in the morning and return late at night, it may take slightly longer for a comment to appear. But unless your comment is inappropriate (such as a sales pitch, spam or profanity) it will appear on the blog. It's generally my policy to pass all comments through to the blog, whether you agree with me or or other readers or not.

Please join us won't you? Feel free to comment on any article, post or comment in the blog. If you are not sure how to comment or what commenting is all about, see our post on Tuesday, February 10, 2009.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies with managers at all levels, and I encourage Pelleyblog readers to share their experiences, philosophies and general thoughts as well.

Saturday, May 2, 2009

Make Goals Fun

Some work can be routine, repetitious and boring. People who work in these environments often seek ways to help the time go by. There was a time that people would listen to a radio. In some companies a ballgame on the radio combined with a small sum betting pool made life more interesting and the time go by more quickly. Unfortunately, it seems that many companies have banned radios and an even greater number of companies (and some government agencies) frown on any kind of gambling pool.

Some managers have found ways to overcome boredom while increasing performance by making their department goals fun. One way is to set a goal for the entire department with some sort of "prize" or "treat" when the goal is met. Performance against goal is monitored and posted frequently so that checking on the goal becomes similar to checking on the progress of a ballgame. Another way is to create competitions between work groups or teams which can generate a team spirit similar to playing the ballgame at work. And, of course, individual performance can also be measured, tracked and posted to a scoreboard with appropriate rewards for achievements.

The key to all of this of course is to have fun while improving overall performance of the work unit and enjoying a prize or treat along the way.

About Pelleyblog: Pelleyblog focuses on management topics for supervisors and other first-line managers. We are an extension of Dan Pelley Educational Services which conducts management development programs primarily in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI), although we also serve the other New England states. Pelleyblog welcomes and looks forward to new readers from any geographic location.

Friday, May 1, 2009

A Gang of Accusers

A group leader heard rumors of an employee taking extra breaks. The group leader believed a counseling session was in order "since the rumors had come from many co-workers, and therefore it was not worth arguing over whether they were accurate."

I cautioned the group leader of the possible false assumption. The fact that accusations come from many co-workers does not guarantee that the accusations are correct. Certainly the possibility of co-workers ganging up on someone is not unheard of. Even more possible is the idea of rumors started by employees who do not have all the facts, with those rumors then being adopted and spread by other employees.

Although rumors or accusations are useful for alerting a manager to a possible issue, they alone should never be the basis for a disciplinary action. Instead, the manager needs to independently investigate to determine the facts of the matter and then to administer discipline as warranted by the facts of the matter, not the rumors.

About Pelleyblog. This blog covers topics of interest to managers, particularly those at the first-line supervisor level. Topics include discipline, leadership, counseling, coaching, problem solving, lean thinking, motivation and time management. We welcome your comments on this post.