10 deadly sins of managers

10 Deadly Sins of Managers10 Deadly Sins of Managers

10 Deadly Sins of Managers

1. Don’t confuse yourself with God 1. Don’t confuse yourself with God (Managers are not infallible).(Managers are not infallible). We We make mistakes. There is no sin make mistakes. There is no sin in being wrong. Apologize and in being wrong. Apologize and move on.move on.

The medium of exchange is the message. The medium of exchange is the message. That is, be careful how you say it and/or That is, be careful how you say it and/or deliver it.deliver it. Decisiveness doesn’t equal to Decisiveness doesn’t equal to stubbornness.stubbornness.


The atmosphere in which you The atmosphere in which you deliver the message will have deliver the message will have an effect or influence on how an effect or influence on how someone accepts the someone accepts the message.message.

50% of the cases that come before an 50% of the cases that come before an EEOC judge deal with the message, EEOC judge deal with the message, i.e., what was said.i.e., what was said.


2.2. If you’re looking for love in the workplace as a If you’re looking for love in the workplace as a manager, you’re looking in the wrong place.manager, you’re looking in the wrong place.

Here, a manager wants to be liked by Here, a manager wants to be liked by everybody. Most managers want employees everybody. Most managers want employees to be their friend. Guilt by association (going to be their friend. Guilt by association (going out to lunch or associating with every out to lunch or associating with every employee). You get paid the big bucks to employee). You get paid the big bucks to exercise good judgment.exercise good judgment.


Life is a series of perceptions — perception Life is a series of perceptions — perception can cost you just a much as any unlawful can cost you just a much as any unlawful conduct. Perceptions can deep-six you as conduct. Perceptions can deep-six you as well as reality.well as reality.

Beware of the Peter Principle Beware of the Peter Principle — sucking up — sucking up to someone (i.e., the employees who you to someone (i.e., the employees who you associate with).associate with).


3.3. Failure to promptly address performance deficiencies or Failure to promptly address performance deficiencies or conduct issues (e.g., Joe is a lousy worker—bad performer).conduct issues (e.g., Joe is a lousy worker—bad performer).


Managers sometime reward bad performers at Managers sometime reward bad performers at the expense of producers. Never take work the expense of producers. Never take work from a bad employee and give it to a performer. from a bad employee and give it to a performer. Instead, consider other options: Instead, consider other options:

• Provide training and/or coachingProvide training and/or coaching

• Assign the bad employee to work with Assign the bad employee to work with a performer on a projecta performer on a project

• Consider placing the employee on a Consider placing the employee on a Performance Improvement Plan (PIP).Performance Improvement Plan (PIP).


A managerial problem shouldn’t equal to a A managerial problem shouldn’t equal to a bargaining unit problem.bargaining unit problem.

Expectation of Managers – you are not being Expectation of Managers – you are not being paid for your technical skills; but rather, for paid for your technical skills; but rather, for your people skills. This is the essence of your people skills. This is the essence of being a manager.being a manager.


You don’t have to be rude, nasty or You don’t have to be rude, nasty or offensive in public to say what you want offensive in public to say what you want to say to an employeeto say to an employee

MANAGEMENT GUIDANCEMANAGEMENT GUIDANCE:: If it doesn’t If it doesn’t concern performance or conduct issues, concern performance or conduct issues, you shouldn’t be doing it. If you are, you you shouldn’t be doing it. If you are, you will end up in will end up in “do-do”“do-do”..


4.4. Views every grievance or dispute as an attack on the Manager, Views every grievance or dispute as an attack on the Manager, rather than an opportunity to resolve a workplace problem.rather than an opportunity to resolve a workplace problem.


Managers should routinely do Managers should routinely do self-assessments regarding their supervisory self-assessments regarding their supervisory style. That is, managers should examine style. That is, managers should examine his/her own conduct, and make adjustments, his/her own conduct, and make adjustments, if warranted, before it rises to a formal if warranted, before it rises to a formal complaint (i.e., resolve issues at the lowest complaint (i.e., resolve issues at the lowest possible level—informal complaint stage).possible level—informal complaint stage).

Am I at fault? What

about my conduct?


Managers should not take workplace Managers should not take workplace disputes personally. It is a function of their disputes personally. It is a function of their position; in other words, it comes with the position; in other words, it comes with the territory.territory.

MANAGEMENT ADVICEMANAGEMENT ADVICE:: Figure out what Figure out what the problem is and fix it.the problem is and fix it.


5.5. Failure to do number four (i.e., resolve Failure to do number four (i.e., resolve disputes) promptly and effectively. This disputes) promptly and effectively. This failure gets managers into “do-do” failure gets managers into “do-do” (e.g., EEOC Sanctions).(e.g., EEOC Sanctions).

Adverse inferences, a conclusion a judge Adverse inferences, a conclusion a judge may draw from the record that is before may draw from the record that is before him/her, can be deadly.him/her, can be deadly.


Utilize the 4WH Rule – Who, What, Where, Utilize the 4WH Rule – Who, What, Where, When and How. Answer these questions When and How. Answer these questions when looking into a workplace problem. when looking into a workplace problem. Managers can control the Managers can control the WhoWho and the and the WhatWhat through Mediation. through Mediation.

Litigation equals a war and people get hurt Litigation equals a war and people get hurt in a war.in a war.


ADR ADR – Mediation is not about winning – Mediation is not about winning nor establishing blame. It’s abut fixing nor establishing blame. It’s abut fixing a problem.a problem.


6.6. 50% of the issues (workplace problems) 50% of the issues (workplace problems) that come before an EEOC Judge are that come before an EEOC Judge are “stupid”! And “stupid” is every bit as “stupid”! And “stupid” is every bit as costly as unlawful conduct.costly as unlawful conduct.

Oftentimes, issues that are subject of a Oftentimes, issues that are subject of a dispute are very simple in nature. As an dispute are very simple in nature. As an example, an employee requests workplace example, an employee requests workplace assistance, which is denied by the assistance, which is denied by the manager.manager.


MANAGEMENT GUIDANCEMANAGEMENT GUIDANCE:: Don’t mix sex Don’t mix sex and employment together, unless you’re and employment together, unless you’re married.married.


7.7. Don’t play favorites with employees on the job (sex implication here).Don’t play favorites with employees on the job (sex implication here).

What about William Jefferson Clinton’s affair What about William Jefferson Clinton’s affair with Monica Lewinsky (i.e., the former President with Monica Lewinsky (i.e., the former President stood trial in the Senate for impeachment from stood trial in the Senate for impeachment from the Office of the President). the Office of the President).

Query? Is lust lawful in the workplace?Query? Is lust lawful in the workplace?

Query? Office romances—are they Query? Office romances—are they unlawful? How does consensual sex unlawful? How does consensual sex play out in the workplace?play out in the workplace?


A bloom doesn’t necessary make a A bloom doesn’t necessary make a rose. Here is an interesting rose. Here is an interesting statistic to consider—more than statistic to consider—more than 50% of marriages end up in 50% of marriages end up in divorce. So, what are the odds of divorce. So, what are the odds of an office romance succeeding?an office romance succeeding?

MANAGEMENT ADVICEMANAGEMENT ADVICE: Don’t mix : Don’t mix sex and employment together, sex and employment together, unless you’re married unless you’re married ..


8.8. If you wouldn’t say it to your wife, If you wouldn’t say it to your wife, mother, daughter or grandmother, don’t mother, daughter or grandmother, don’t say it to a co-worker (e.g., Telling dirty say it to a co-worker (e.g., Telling dirty or ethnic jokes in the workplace).or ethnic jokes in the workplace).


Note: Bill Cosby makes fun of the human Note: Bill Cosby makes fun of the human condition, as opposed to a particular group condition, as opposed to a particular group (i.e., jokes about a “dumb blonde”).(i.e., jokes about a “dumb blonde”).

Denigrating another human being is not a Denigrating another human being is not a good idea because it’s done at that person’s good idea because it’s done at that person’s own expense. In other words, what does it own expense. In other words, what does it say about the person who engages in this say about the person who engages in this type of conduct?type of conduct?


9. Engaging in retaliation against an employee who has filed an EEO complaint.9. Engaging in retaliation against an employee who has filed an EEO complaint.


Managers should avoid this employment Managers should avoid this employment trap. In many EEO complaints, the trap. In many EEO complaints, the underlying cause of action may receive a underlying cause of action may receive a finding of no discrimination by EEOC, but a finding of no discrimination by EEOC, but a cause finding for retaliation.cause finding for retaliation.

In 2005, EEOC found cause for discrimination In 2005, EEOC found cause for discrimination in approximately 2% of the cases; however, in approximately 2% of the cases; however, for retaliation cases, EEOC found cause in for retaliation cases, EEOC found cause in approximately 10% of the cases.approximately 10% of the cases.


Statistical NoteStatistical Note: :

• In 2005, 75,482 charges of alleged In 2005, 75,482 charges of alleged discrimination were filed with the EEOC.discrimination were filed with the EEOC.

• During the same fiscal year, 16,495 During the same fiscal year, 16,495 individuals filed 18,017 complaints against the individuals filed 18,017 complaints against the Federal Government alleging discrimination. Federal Government alleging discrimination.

• The number one bases in complaint The number one bases in complaint allegations in 2005 was Reprisal/Retaliation.allegations in 2005 was Reprisal/Retaliation.


Although there was a decline in the number of Although there was a decline in the number of complaints filed, EEOC Administration Judges complaints filed, EEOC Administration Judges issued 232 decisions finding of discrimination. issued 232 decisions finding of discrimination.

Federal Agencies paid monetary benefits Federal Agencies paid monetary benefits totaling $51.7 million to EEO complainants as totaling $51.7 million to EEO complainants as a result of final agency decisions, settlement a result of final agency decisions, settlement agreements, and final agency actions in which agreements, and final agency actions in which agencies agreed to fully implement EEOC agencies agreed to fully implement EEOC Administration Judge’s decisions.Administration Judge’s decisions.


10.10. Don’t make or refuse to make personnel Don’t make or refuse to make personnel and/or managerial decisions out of fear of an and/or managerial decisions out of fear of an EEO complaint being filed against you by an EEO complaint being filed against you by an employee.employee.

MANAGEMENT GUIDANCEMANAGEMENT GUIDANCE:: Always manage Always manage all of your employees by consistently and all of your employees by consistently and uniformly applying all of the workplace rules uniformly applying all of the workplace rules and requirements to all employees.and requirements to all employees.


This is the end . . . . Hoo-RAH!!!!This is the end . . . . Hoo-RAH!!!!

10 deadly sins of managers

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