Someday, I’m going to write a paper on techniques for people to “Manage Up” – that is, how to manage your manager. It’s just as important as your ability to manage your subordinates.
A Cardinal Rule of Managing Your Manager is: tell your boss when you screw up!
Why is it that the first resort of employers in trouble is to fire their employees?
Termination should always be your last resort – always ask yourself: Did I do everything I could to help this employee’s success?
And terminating employees to show a quick fix to your stockholders is – at best – unethical.
Good news for California employers – you might not be liable when your employees use your internet access to do dumb things.
But play it safe – it’s wise to include a policy in your Employee Handbook indicating that e-mail and internet access is for business use only.
If an employee takes overtime without permission, you must pay him or her.
If (and you should) you have a policy in your Employee Handbook that prohibits overtime without prior approval from a supervisor, you still must pay, but now you can impose discipline for violating a company policy.
Virtually every manager I’ve known (including myself) prefer the ‘low-maintenance, high-production’ employee over any other category. The toughest to managers are the ‘high-maintenance’ employees – even if they are highly productive. They sap your energy and your time.
But ignore the ‘high-maintenance’ employees at your own risk…
Michael Josephson is one of my heroes. His commentaries on ethics and character – particularly as they relate to managers and leaders – are dead on.
One of the principles of managing people is to establish your personal standards of ethics and always adhere to them – even when others question you.