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How do you rate as a boss?

How Do You Rate as a Boss? Have you thought lately about the type of boss you are? The following is a checklist of questions designed to stimulate reflection on the matter. Perhaps you do not care whether your employees like you or not, but reliable, intelligent people despair at giving that extra effort to someone who never seems to notice. Employees who are badgered, bullied, and browbeaten never give their best. They become angry and resentful of a manager who does not attempt to interact with them or appreciate their work. A frustrated employee who feels undercompensated or unnoticed for above average work often demands a larger raise than a praised employee. Building confidence in an employee through a client bolsters the employee's morale and makes the client feel you have intelligent people on your staff whom you respect.

* Are you demanding? Do you give orders without understanding the time or work involved to complete a task? Do you expect a completed project in an unreasonable amount of time? Do you listen when an employee explains the futility of a certain procedure?

* Do you give incomplete or incoherent instructions and then blame the employee for not doing the work correctly?

* How do you introduce a new employee to your department? Is all information given to him or her secondhand? Do you expect that newcomer to read your mind through someone else's explanation? Do you take time to let the new person know you, your expectations, and your idiosyncracies? Do you get to know the new employee as well? Do you let him or her know you care that he or she is comfortable with your instructions?

* Have you written a set of guidelines and rules so the new employee can learn quickly and easily what is expected, what is allowable, and what will not be tolerated in the job? Does your new employee have someone to go to with a problem or grievance? Is your door open to that person?

* Do you show disapproval at the slightest error but never give praise for a job well done? Do you expect an employee to learn all about your business in a short time--even though it took you years to organize and build it?

* When you find an employee with above average skills, do you guide that person toward more responsibility? Do you approach employees to let them know you are impressed with their work, or do you wait until they work up the courage to approach you?

* Are you willing to compromise occasionally? If an employee has a personal emergency, are you understanding? If a normally hardworking employee seems preoccupied or less able to concentrate, do you inquire into that person's well-being?

* Do you delegate responsibility and then, long after the employee's learning period, still check every item that passes through the employee's hands? Do you allow the resourceful employee the opportunity to use his or her initiative?

* Once the employee has established an important place in your company or department, do you show respect for that person's competence? Do you tell the client or senior management the employee has been working overtime to solve a problem with a project, or do you blame the employee for the delay?

* If an employee has made an error, do you belittle that person in front of other employees or clients, or do you have a one-on-one conference in private with that employee?

* Have you considered offering company-sponsored after-hours educational opportunities to help your employees gain more knowledge of your business?

* Do your employees look forward to their jobs and to their workplace? If each day is a chore, you may lose that employee as soon as a better offer comes along.

* Would you be happy working for you?
COPYRIGHT 1989 American Society for Industrial Security
No portion of this article can be reproduced without the express written permission from the copyright holder.
Copyright 1989 Gale, Cengage Learning. All rights reserved.

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Author:Goodman, Florence
Publication:Security Management
Article Type:column
Date:May 1, 1989
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