The Savvy Office Manager
Cal Butera is the editor of Business Management Daily’s Office Manager Today, Manager’s Legal Bulletin, Managing People at Work and Communication Briefings newsletters. He has been with Business Management Daily since 2007 and worked 22 years for midsize daily newspapers as sports writer, news reporter, layout and design editor, copy editor and city editor.
Your book of regulations is likely not all-encompassing, vague in spots and open to interpretation in others. It’s just a guide, for crying out loud. Which brings us to the fine art of fudging, bending or otherwise looking the other way in some circumstances. Done deftly, rule-bending can build a more engaged workforce.
Every organization has one or two employees who can be labeled as hopelessly disengaged, totally unplugged and here just for the paycheck and other trimmings you call benefits. But what about the disengagement that permeates the whole workplace?
Do you put much thought into your email sign-off? Chances are you don’t. Generally you pick one and stick with it no matter the length or gravity of your message. The reader of your email, especially one whom you are corresponding with for the first time, gleans something about you from your sign-off. Here are the top five email sign-offs and what the recipient could conclude.
It’s the ultimate punch in the manager’s gut because it’s taken as a direct affront to the boss’s authority. You’ve been challenged. Undermined. Dissed. Ouch!
Why are there no operator manuals for managers to properly handle employees? Well, now the problem is solved. You no longer have to wing it.
Perhaps you’re lulled into thinking that you, the manager, in loco parentis, need to step up and deliver accolades and the unconditional hugs to your millennials. Not so fast. Here are the three trophies millennials do need.
Here are things many bosses unwittingly do that damage and ultimately chase away their good workers.
Here’s a line you may toss at your employees that seems reasonable at the outset, but could have downstream consequences when it comes to productivity, and worse, employee motivation and self-improvement: “As long as you get your work done.”
Here are the top mistakes hiring managers make that lead good job candidates to wonder whether they really want to work for you.
It’s a place you don’t want to enter. And unsurprisingly, many supervisors find themselves there. “There” is the shady side, the underhanded side, the dark side of running the workplace. Whether it’s because of habit, survival or just a case of “I don’t know why I went there,” it’s a place you need to get out of—quickly.