WORKER ALWAYS `RIGHT' IS WRONG; OFFICE FLIRTING CAN TAKE A TOLL.

Byline: Ken LLoyd On the Job

Q -- There is an employee in my department who refuses to accept the blame when he makes a mistake. No matter what happens, it is always someone else's fault. I have talked to him about this, but he hasn't changed. How should I deal with him? H.R.

A -- When you have an employee who refuses to accept the blame for his errors, no one can blame you for becoming a little upset. In essence, he is telling you that he is never wrong. Ironically, he is totally wrong on this issue.

One way to deal with him is to try to focus more on the concept of coaching, and less on the concept of blame. The next time he makes a mistake, give him feedback as soon as possible, and base it on specific performance data. Be sure that he clearly understands what he did and how his action or inaction led to the issue at hand. And, if the problem was truly the fault of others, ask him what he did to try to prevent it from occurring in the first place.

At the same time, indicate that you are less concerned with pointing a finger at anyone, and more concerned with preventing this kind of problem from happening again. You should demonstrate or model the kinds of behaviors or actions that would have worked more effectively in the particular situation, followed by asking him what he is going to do to help prevent this type of problem in the future. If he continues in his blameless mode, he only has himself to blame for the consequences that follow.

Q -- I was on a committee with people from many departments, and we spent long hours working on ways to improve operations. We wrote a thorough plan that was submitted to management, but that was the last we heard of it. What do you suggest we do? L.E.

A -- Your company may be interested in improving operations, but based on the way that management handled your committee's findings, they do not sound like smooth operators at all. Unless their objective was to generate dissatisfaction, distress, and distrust, there should have been a response to your committee's work.

You have heard the last of your report only if you let that happen. You and your fellow committee members owe it to yourselves and to your company to find out what really happened to your plan. You need to know if it is still being reviewed, if it was deferred, if it was destroyed, or if it has been reborn as shelf liner. In a word, you are entitled to one of today's most popular buzzwords: closure.

One way to obtain such feedback is to advise the committee's leader of the widespread dissatisfaction on this matter, and ask him or her to set a meeting with management. If this is not feasible, then you should consider a letter from the entire committee to management. The letter should not reflect any of your disappointment or dissatisfaction, but rather should be a request to meet with management to discuss the report. Management's reaction, no matter what it may be, will give you a great deal of insight into the real operations of this company.

Q -- We have a female in our department who gets all sorts of favors from the manager, and the reason is that she is a big flirt. She readily admits this and says that it is too bad for the rest of us. Should we say something? G.M.

A -- When you have a co-worker who is flirting with a manager, and a manager who is then playing favorites, both are actually flirting with danger. These types of corporate fairy tales rarely have happy endings.

There are certainly stories of coquettish co-workers whose ways and means have carried them far, but there are many more whose charms have lost their magic, and whose career has done likewise. When the cute relationships with their managers fade, as most inevitably do, the working relationships typically evolve into hostility, discomfort and antagonism.

These are not exactly the building blocks for job satisfaction or career advancement. And, employees who have relied on style over substance for many years often find that there is no substance left when they really need it.

At the same time, a manager who is foolish enough to fall for the flirtatious employee is equally vulnerable. Your manager will soon find that his favoritism is taking its toll on departmental cooperation, coordination, and communication, as well as on the respect that you and your associates have for him. Ultimately, this can take a toll on departmental productivity, and that can take a toll on your manager's career.

At this point, you should say nothing. Their actions speak louder than your words.