lie
C ELEBRATING A DEC ADE
street roots
13
£dura /ton ♦ Dialogue ♦ Independence
Kvetching about coworkers, employees, a favorite pasttime
T
ast but not least, I’m ending the three
I
part series on relationships with
-L /co-w orkers. As most of the people
who buy Street Roots from me are
employed, I-thought I’d jump into the
wonderful world of how to deal with
co-workers. This, however, can be a touchy
John Thompson
subject, so I hope that what follows will be
of assistance to you in dealing with your
J°h n Thompson sells Street Roots a t the com er o f 12th a n d
Couch in Northwest Portland. H e also volunteers a t J u lia West
fellow employees.
House, a n d enjoys helping fo lks w ith fin a n c ia l questions.
Over the years I worked for several
different businesses doing accounting work.
In some cases I had staffs working for me
etc. What workers do not seem to realize is
ranging from 10 to 25 people. As a manager,
that if they are not there, someone else has
it is your function to set a smooth course in
to do their job.
the office, or wherever your place of
Years ago, I took a three-day seminar
business is. This means that you try as hard
called Human Factors. Perhaps some of you
as you can to keep everyone on an even
have had the pleasure of these three days in
keel, and get the work done that everyone is hell, (I’m chuckling here) but I did learn a
getting paid for.
few things that helped me in the
Now that I’ve given you the ideal
management end of dealing with people.
situation, let’s face reality. In most cases,
The first rule was to be open, honest, and
there is always at least one in the company
direct with people. Now remember, this was
that tries everyone’s patience. Some
before the current philosophy of being
employees do crazy things, and it often
politically correct What I did was to
disrupts the flow of the office, or
evaluate the situation that was happening,
warehouse, or restaurant, etc.
and then usually called the person in my
How we deal with this can determine a lot office for a ch at Believe it or n o t managers
of factors as to how all of the other
can see things going on at work and they
employees react.
should react accordingly.
Some of my customers will vent a little
I would fell the employee what I thought
bit to me about things going on around
was a problem, and then let them explain
them at work. I listen to them, and if they
their side. It usually ended up with a mutual
ask, I’ll tell them what I would do in their
agreement to change certain behaviors and
place. This of course is not a final decision
make the work place a good place for the
employees to be in. If the employee could
on how they will act, but at least it plants a
not see the problem, as sometimes
seed in their minds as to how to deal with it
The most common complaint I hear is about happened, I would say that the following is
what I expect to be done. This was the first
a person who is always late for work, talks
verbal warning.
too much during the day, is calling in sick a
If I m issed something, usually another
lot, has to leave early for an appointment,
MY
CORNER
co
employee would come to me and let me
know that there was a problem in the office.
I would evaluate the information to see if it
was genuine and if it was, I’d deal with it as
soon as possible. The biggest problem of not
dealing with an employee issue is that it will
fester and make others uncomfortable in
this environment Personnel issues must be
dealt with as quickly as possible. If you are
an employee, you must ask your supervisor
to assist in dealing with whatever issue that
is interrupting the work. If you are the
supervisor, you must react quickly to make
sure that the rest of the employees are
secure in the knowledge that adverse
situations are being resolved.
The other course of action is for you to
confront the employee yourself and inform
them of what you see as activities that are
not constructive or conducive to the well
being of the work place. However, be
advised that this may end up in a negative
way. They may become quite defensive and
any hope of them changing may be
shattered. You pay your money and take
your chances on this gambit It probably
would have worked 20 years ago, but now in
the politically correct era, it may n o t
Therefore, I think the best way to handle
these matters is to go to your supervisor
and explain what’s going on and let them
decide the next course of action. In my case,
I used to give every employee who worked
for me two verbal warnings, and one written
warning. If things did not improve or
change, I then had the option to terminate
the employee with plenty of backup in case
their termination was challenged.
CD
com .
In this current economic downturn, with
thousands losing their jobs every week,
employees are doing w hatever it takes to
I always like to hear from you.
co
CO
CD
show productivity and probably being very
careful in how they are treating their fellow
employees. This in itself may solve some of
the issues in the work place. Otherwise,
since you usually have to be at work for 40
hours a week, it’s best to have a quiet and
happy environment
Do the best you can to accommodate your
fellow workers, try to be a model employee,
if you have an issue, don’t let it fester, go to
your supervisor and talk it o ut Let them
take some action. Your fellow workers will
be grateful to have the work place a fun
place to be.
So this ends my three part series on
relationships. I hope you enjoyed the
articles on friends, spouses, and co-workers.
I know that some of you faithful readers
were expecting my next foray to be about
love. Well, it’s a hot topic to be sure,
(chuckle) and lord knows I’ve had my share
(snicker), however, I read an editorial piece
in the local daily that intrigued me, so I’m
going to write about it and save love for the
next issue after I do this one. I’m sure your
all wondering what it’s about? Well, you’ll
soon find o ut Stay tuned and look for this
article in the March 20 issue of Street
Roots.
As always, if you have a comment, or
want to chat, I’m at the comer of 12th and
Couch, NW usually seven day’s a week from
8am until noon. The only exception is on
Tuesdays. I volunteer at the Julia West -
house in the morning and am usually not on
my corner until 11 a.m. Also, you can email
me at: m ignonne_thom pson _john@yahoo.
f a r m
CD
CD
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m arket
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^ o x \f \Nadx\tstey 2-7pm
bicycle repair
bicycle sales
1914 se ankeny 734 se ankeny
503.239.0533
503.239.6951
co
Portland, Oregon, 97214
p e o p le ’s
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& N THE ¿M u n J t AQB
APBIl 14 “ M A * 10
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3029
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o p e n daily 8am - 10pm
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