Dismissed

I’ve had to dismiss several employees for cause over the years. A couple of times the issue was as simple as job abandonment; the employee simply quit showing up for work. In those cases I didn’t really dismiss the employee as much as they effectively dismissed themselves. Dismissal is fairly straightforward in job abandonment. The only issue is how many days of non-attendance and no communication to tolerate before proceeding with dismissal.

In the other cases there were job performance issues; a much tougher conundrum, especially in these days of 10% unemployment. (The year is 2010 as of this writing) To dismiss an employee knowing that they might not easily find a job, and thereby lose their car, lose their home, and possibly end up homeless is especially disturbing. I comfort myself with the knowledge that I turned the other cheek many times, and every opportunity was given to turn the job performance around. The staff members were warned, counseled, retrained, and suspended before dismissal occurred. Human resources was consulted multiple times to be sure that we were giving the employee every opportunity to turn the job performance around.

I hope that my colleagues fully realize the efforts I made to save the jobs of these folks. I hope that they were wondering what took me so long to take action. Dismissal was justified months ago, but feelings of compassion, tolerance, and mercy kept me from doing what had to be done.

I cannot think of one of these dismissals where the staff member was incapable of performing the job. They could have done the job. The problem is that they chose not to do the job. They refused to adjust their behavior. They did not comply with the demands of the job, of which there were few. And so, in these cases they, too, abandoned their jobs in a more subtle fashion.

Still, in spite of all the logical gymnastics and justifications, it was emotionally disturbing. I was left with feelings of frustration and anger. Why did they force me into this position? Why did they make me do what I had to do? They had to do their jobs, and did not. I had to do my job, and I did it.

I continue to wrack my brain. I was a responsible party in these events and had an active hand in them. Was there something that I could have done that I did not do? Was there something I could have said or done that would have turned these folks around from their self-destructive paths? Did I do my full duty?

My rational self knows I did right, but it is accompanied by a lot of self-doubt, mental anguish, and sleepless nights. A more callous boss would do a better job of tolerating the self-torment following the dismissal of a staff member, but I don’t think that makes them a better boss.

Spring of 2010

Management

I've been working since the summer of 1968; that’s 41 years as of this writing in August 2009. Over the years I've had ample opportunity to observe a variety of managers and the changing face of my organization. As a part of my employment I've attended at least one conference each year as well as numerous internal training seminars. I've also had the opportunity to be in a managerial position for a fair number of years. So while I don’t have an MBA, and I've never studied leadership or management in an organized manner, I have still developed a few opinions along the way.

I thought it would be interesting to write my opinions down. I doubt that anything that follows is an original thought of mine, but what the hey, here it is -

• I think management techniques learned in classes and seminars resemble attempts to manipulate employees, which is quickly recognized by the staff and resented. I think manipulation is deceitful. I think being honest and genuine is the one and only true leadership technique, if you want to call it that.
• I think that the term “manager” sounds like a person who manipulates. I would prefer to think of a manager as someone who serves in roles where they lead, direct, and supervise. I do not mind the term “manager” if it is thought of in its most benevolent form. It is this kind of manager that I am referring to hereafter.
• I believe you should hire good people and let them do their jobs; definitely NOT a new thought. Give them the tools they need, which includes authority. Note well: You cannot have responsibility without authority. Don’t micromanage, just get the hell out of the way and let them do their jobs. Good people will do great work given the proper respect; respect in the form of letting them do their job.
• I think as a manager I need to talk less and listen more.
• I think employees need a great deal of encouragement to speak their minds.
• I think that it is more important for a manager to hear disagreement from the staff than their agreement.
• I think that managers should think of employees as colleagues.
• I think that open dialogue and discussion from colleagues about operational issues is the most valuable aspect of an office environment.
• I think employees should be praised publicly and corrected privately.
• I think employees should be corrected gently unless they are entirely clueless.
• I think employees should be corrected carefully so as not to make them tentative in the execution of their jobs.
• I think it should be okay to tell the clueless that they might do better elsewhere. (not always permitted)
• I think that employees who need frequent or heavy correction should be dismissed. (not always permitted)
• I think employers should be able to hire and dismiss at will. (not always permitted)
• I think that employees should work hard and give what is asked of them, or go elsewhere.
• I don’t think an employee can meet your expectations and do what you want, unless you communicate your wishes. Employees cannot read your mind. You cannot get something just by thinking it; you have to DO something, even if it is “only” communication.
• I think employees should be coached throughout the year and there should be no surprises in the annual review.
• I think that upon receiving a complaint a manager should not hear just one side, or two sides, but all sides of the issue.
• I think managers should tell snitches/gossips/accusers that they will take no action and give their stories no credence unless the staff member is willing to repeat the story in front of the subject person; a standard principle of American justice is the right to face your accuser.
• I think everyone in the organization should follow the chain of command.
• I think organizations are created by people, and are run by people, as a service for other people.
• I think the people IN the organization are just as important as the people being served.
• I think organizations are too quick to sacrifice good people for the good of the organization.
• I think the old adage that employees are an organization’s most important asset is true, and should be proclaimed publicly at every opportunity by the manager. I think that thought should be lived, not just proclaimed.
• I think that talk is cheap and that organizations need to live by the adages they proclaim.
• I think you cannot improve the circumstances of one employee by suppressing another.
• I believe in the Great Place to Work principles of Credibility, Respect, Fairness, Pride, Camaraderie, and Trust. I think these principles apply to managers and employees in equal measure.

(Written August 2009)