Marie McIntyre, Ph.D. — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Business Management Daily — Business Management Daily: Free Reports on Human Resources, Employment Law, Office Management, Office Communication, Office Technology and Small Business Tax Page 20
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Marie McIntyre, Ph.D.

Question:  “I recently hired an administrative assistant who makes a lot of mistakes. Two months ago, I told her that this was unacceptable and that she must be more vigilant about proofing her work.  Everything was fine for a few weeks, but then the errors started again. Yesterday, she mailed an important letter to the wrong address. I sign these letters, but I shouldn’t have to proofread them.  Now I feel that I have to review everything she does. I don’t trust her work, but I can’t afford to lose her. Any suggestions?” — Unhappy Boss

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Question:  “I recently hired an administrative assistant who makes a lot of mistakes. Two months ago, I told her that this was unacceptable and that she must be more vigilant about proofing her work.  Everything was fine for a few weeks, but then the errors started again. Yesterday, she mailed an important letter to the wrong address. I sign these letters, but I shouldn’t have to proofread them.  Now I feel that I have to review everything she does. I don’t trust her work, but I can’t afford to lose her. Any suggestions?” — Unhappy Boss

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Question: “Salespeople in our company receive no salary and are paid totally on commission. The owner has just announced that he is slashing our commission rate.  Because he wants to focus on getting new business, he also will be paying us almost nothing for serving established customers.  This gives us no incentive to service our existing accounts. The owner says this is necessary because the company is losing money. However, he hasn’t reduced expenses or cut the pay of any other employees, including himself. We have lost all respect for this man, and our morale is in the gutter.  He can obviously do whatever he wants, but why would he do this?” — Discouraged Salesman

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Question: “Salespeople in our company receive no salary and are paid totally on commission. The owner has just announced that he is slashing our commission rate.  Because he wants to focus on getting new business, he also will be paying us almost nothing for serving established customers.  This gives us no incentive to service our existing accounts. The owner says this is necessary because the company is losing money. However, he hasn’t reduced expenses or cut the pay of any other employees, including himself. We have lost all respect for this man, and our morale is in the gutter.  He can obviously do whatever he wants, but why would he do this?” — Discouraged Salesman

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Question: “Although I’m viewed positively at work, I believe my reserved demeanor is holding me back. I’m not shy, but I have trouble making small talk. In meetings, I give input whenever I’m asked, but seldom volunteer information … Can you suggest some communication strategies for meetings and social situations?”

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Question: “Although I’m viewed positively at work, I believe my reserved demeanor is holding me back. I’m not shy, but I have trouble making small talk. In meetings, I give input whenever I’m asked, but seldom volunteer information … Can you suggest some communication strategies for meetings and social situations?”

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Question: “Two weeks ago, I started a job with a new company. Although my manager initially seemed thrilled to have me on board, I now sense that I’m not living up to her expectations. However, I’m not sure exactly what those expectations are. My main problem is there isn’t much structure here.  Random projects are thrown at me by my boss and others. Work is dumped on my desk without explanation. I have no background in this business, so I’m not sure how to approach these tasks.  What can I do?” — Afraid of Failing

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Question: “Two weeks ago, I started a job with a new company. Although my manager initially seemed thrilled to have me on board, I now sense that I’m not living up to her expectations. However, I’m not sure exactly what those expectations are. My main problem is there isn’t much structure here.  Random projects are thrown at me by my boss and others. Work is dumped on my desk without explanation. I have no background in this business, so I’m not sure how to approach these tasks.  What can I do?” — Afraid of Failing

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Question: “My husband had cancer surgery six weeks ago, and I have been on leave from work to take care of him. Although there are 30 people in my office, only three have contacted me to see how we’re doing. I’ve always had a good relationship with my co-workers, so I’m extremely hurt and disappointed by this treatment. I can’t seem to get beyond these feelings. When I return to work, I know people will ask about my husband. Since they weren’t there when I needed support, I have no desire to discuss his health with them. How should I handle their questions?” — Angry Wife

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Question: “My husband had cancer surgery six weeks ago, and I have been on leave from work to take care of him. Although there are 30 people in my office, only three have contacted me to see how we’re doing. I’ve always had a good relationship with my co-workers, so I’m extremely hurt and disappointed by this treatment. I can’t seem to get beyond these feelings. When I return to work, I know people will ask about my husband. Since they weren’t there when I needed support, I have no desire to discuss his health with them. How should I handle their questions?” — Angry Wife

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Question: “Our top executives use a lot of profanity. Most of us who report to them, both male and female, find this very offensive.  During one meeting with hourly workers, some employees even asked them to ‘stop using that kind of language.’ Ironically, these men frequently tell us to treat our employees with respect, yet they seem to have no interest in being more respectful themselves. How can we end this verbal abuse without getting ourselves fired?” — Offended Manager

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Question: “Our top executives use a lot of profanity. Most of us who report to them, both male and female, find this very offensive.  During one meeting with hourly workers, some employees even asked them to ‘stop using that kind of language.’ Ironically, these men frequently tell us to treat our employees with respect, yet they seem to have no interest in being more respectful themselves. How can we end this verbal abuse without getting ourselves fired?” — Offended Manager

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Question:  “I can’t seem to find the happy medium between too much work and not enough.  Although I’ve been doing training for 20 years, I still spend a million hours on my lesson plans and class materials. My experience should enable me to work much more quickly, but if I don’t spend all my spare time prepping for class, I feel like a slacker. I’d like to nurture my creative side by trying out some new hobbies and activities. How can I stop devoting so much time to my work?” — Too Dedicated

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Question:  “I can’t seem to find the happy medium between too much work and not enough.  Although I’ve been doing training for 20 years, I still spend a million hours on my lesson plans and class materials. My experience should enable me to work much more quickly, but if I don’t spend all my spare time prepping for class, I feel like a slacker. I’d like to nurture my creative side by trying out some new hobbies and activities. How can I stop devoting so much time to my work?” — Too Dedicated

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Question: “In my company, applications for promotion are not confidential. If I apply for a position in another department, human resources will send an automatic e-mail message to my boss. The policy also says that I must let her know if another manager invites me to interview … Should I tell my boss that I plan to apply for jobs in other departments?” — Looking for Promotion

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Question:  “After a recent promotion, I have two former peers reporting to me. Supervising them has been very challenging. “Terry” frequently comes into my office to gossip, and “Ellen” refuses to recognize me as her boss. She butts in when I’m giving instructions to Terry and acts like she’s the supervisor. If I constantly remind them that I am now the manager, I’ll look like I’m full of myself. How do I handle this?”  Uncertain

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Question:  “After a recent promotion, I have two former peers reporting to me. Supervising them has been very challenging. “Terry” frequently comes into my office to gossip, and “Ellen” refuses to recognize me as her boss. She butts in when I’m giving instructions to Terry and acts like she’s the supervisor. If I constantly remind them that I am now the manager, I’ll look like I’m full of myself. How do I handle this?”  Uncertain

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Question:  “After our company was acquired, the environment became very negative and unpleasant. Many employees were being asked to leave. I felt that I should take control of my career, so I gave eight weeks notice and departed on good terms. However, I did not have another job lined up. Now I’m wondering if I’ve made a fatal career mistake. I have had many interviews, but no job offers. When asked why I left, I say, “I felt my skills were not being fully utilized, so I decided to move in a different direction”.  Is this the best way to explain my decision?” — Worried

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Question:  “After our company was acquired, the environment became very negative and unpleasant. Many employees were being asked to leave. I felt that I should take control of my career, so I gave eight weeks notice and departed on good terms. However, I did not have another job lined up. Now I’m wondering if I’ve made a fatal career mistake. I have had many interviews, but no job offers. When asked why I left, I say, “I felt my skills were not being fully utilized, so I decided to move in a different direction”.  Is this the best way to explain my decision?” — Worried

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Question: “My manager frequently talks to one of my co-workers, “Claire,” about the performance problems of another team member. I’ve told Claire that I think it’s wrong for our boss to be discussing this other employee with her. Claire says she doesn’t mind being used as a sounding board. She’s convinced that she’s helping, but I disagree. What do you think?” — Offended

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