Interesting items in the news. President Obama apologized for his sexist remarks. I think we knew he would. I am more interested in what he had to say to his wife about those remarks. Even more importantly, what did he say to his speechwriter who, I am sure, did not write those remarks.
I wrote two days ago that there would be more fallout from the Rutgers' scandal. Now we read in the news that Athletic Director, Tim Pernetti, has resigned. He showed a lack of leadership and sound judgment by not taking action against the bully, Mike Rice, for hiring a bully in the first place, and not checking up on basketball practice to witness the actions of bullying. Pernetti, according to
the news, did not fire Rice immediately because the consensus among school officials at the time was that it did not warrant dismissal. Okay, now who were those officials? They also lack sound judgment. Their poor advice has ended the career of a college coach. Are they the same officials from the committee that hired Rice? Will they be on the committee hire his replacement? There may be more fallout. These people should have read my e-book, Leadership of New Managers: Book Two. In it, I am rather harsh in recommending terminating people for misconduct. I do believe that people deserve a second chance for most offenses. When offenders do not mend their ways, do not waste any more time-fire them. Leaders should not rely on the consensus of peers, the outcry on social media, or bad publicity before they act.
More readings from my e-book aboiut core values:
e. Money, Financial Rewards, Financial Security
Money can be a core value. Money is not necessarily a negative value. It can mean either financial security, or greed. Many leader/managers over estimate the motivational influence of money (financial reward). They may think, for example, that all associates want overtime, pay increases, and bonuses. Financial security is a fundamental requirement in the hierarchy of needs. If that need is not satisfied, employees will work two jobs, seek overtime, and work holidays. Usually, the significant other does too. If they have children, it is not unusual for the two to work different shifts to avoid daycare or babysitting.
Once associates achieve financial security, they are not always as eager to earn more money. They may not want more overtime, a promotion, or bonus. Most associates do not seek more responsibility. They are happy to put in 40 hours of honest work for a paycheck to cover their bills, watch cable TV, and enjoy an occasional vacation. Ambitious associates are easy to identify; they go to night school, they are eager to learn new skills, they actually seek more responsibility, they may even have a side business. Money or power may motivate them more.
Leader/managers need to understand money as a core value and not assume it is a value for all of
their associates. Leaders can usually identify associates who have money as a core value. If those associates also have a core value of honesty, then things like overtime can be a motivator. However, if an associate with a core value of money does not also have a core value of honesty, they will steal from the organization, from other associates, or from the time clock. Leaders should
terminated dishonest associates who value money.
f. Power
Power is a core value very similar to money. It is a core value for the very few. Position and rank motivates associates who covet power more than money. They value a promotion more than earning more money and will sometimes take a promotion that means less money. Leader/managers who understand this can use promotion or greater responsibility as a motivator. People who value power usually are eager to please their bosses and care little for associates. They
will hide anything negative from the boss while ensuring the boss sees only positive results. They are not usually team players. If they are honest and show empathy for co-workers, then working hard for a promotion is okay. However, if they are dishonest, they may lie to their bosses. Leaders should terminate dishonest seekers of power.
We probably all have seen this type of person who values power promoted. If their boss is a similar type and seldom gets out of the office to see what is really going on, they will promote the power seekers. Once in a leadership position, they are easy to identify because the morale of the associates will plummet and their assistants are miserable.
g. Ethnic Group
As much as we have advanced in diversity in the USA, racism still exists. Leader/managers need to be aware of it to eradicate it. In other cultures and in many subcultures, it can be extreme. I have seen people turn down jobs and promotion based on racism. Segregation is illegal, but it still exists in much of the country. Where racism is overt, it is easily recognized. However, most people who are racists usually are silent about their true feelings. The goal for excellent leader/managers should be to keep the workplace as free of racism as possible and to acknowledge diversity.
Sometimes this can be a challenge because of institutional racism. I saw a good example of
institutional racism when I was in the 82d Airborne Division. The Division Commander decreed that every officer should know how to swim-a reasonable requirement. All officers took a swimming test and twenty-nine failed the test-all of them African-Americans. They had to spend their weekends learning to swim. The commander did not intend to discriminate, but it was institutional racism. He could have the same results if he had selected tennis or golf.
How does this example translate to the workplace? Suppose potential employees have to pass a written examination or certification. Is it bias toward one race or another? Does it come with a Spanish version? I worked in a nursing home in Chicago. The Director of Activities was Filipino. He had four employees-all Filipino. Coincidence? Before I got there, the Director of Nursing and her
Assistant Director were also Filipino. As a result, most of the nurses were Filipino. Another coincidence? Maybe! I think that racism shows up frequently in hiring practices.
h. Sex
You have only to follow the news to see how powerful the sex drive is as a core value. Leader/managers need to be aware of this not only for their associates but also for themselves. It would be naive to believe that associates do not have sex in the workplace if the opportunity presents itself. This seems to especially true in male dominated professions and industries. It may take the form of sexual harassment, groping, verbal remarks, jokes, calendars or photographs, and even intercourse. The current state of TV and cinema seems to indicate that sexual misconduct in the workplace is acceptable, but it is not. In fact, it has ruined many careers and families and resulted in many law suites.
Leader/managers need to be observant to prevent sexual misconduct and harassment. They should
start by walking through the workplace. Look at the calendars, magazines, and pictures around desks and offices. Pornography and sexually explicit material may be there. Computers make pornography more accessible. Organizations should block pornographic web sites at work. Leader/managers should not let associates draw them into endless debates on art verses porn, or what is acceptable. The workplace is not the appropriate place for unprofessional displays of a sexual nature. If it is unrelated to work, then remove it. Of course, there are industries where it may be acceptable. Leader/managers must know their organization’s policy.
The sexual misconduct of leader/managers is far more serious. Leaders should set the
example with their professional conduct. To have an affair or to create a sex
scandal is wrong on several levels. It violates the trust between a significant
other and may involve deception and denial. The sound judgment of leaders
involved in an affair is questionable. Affairs never end well. People always get
hurt.
I wrote two days ago that there would be more fallout from the Rutgers' scandal. Now we read in the news that Athletic Director, Tim Pernetti, has resigned. He showed a lack of leadership and sound judgment by not taking action against the bully, Mike Rice, for hiring a bully in the first place, and not checking up on basketball practice to witness the actions of bullying. Pernetti, according to
the news, did not fire Rice immediately because the consensus among school officials at the time was that it did not warrant dismissal. Okay, now who were those officials? They also lack sound judgment. Their poor advice has ended the career of a college coach. Are they the same officials from the committee that hired Rice? Will they be on the committee hire his replacement? There may be more fallout. These people should have read my e-book, Leadership of New Managers: Book Two. In it, I am rather harsh in recommending terminating people for misconduct. I do believe that people deserve a second chance for most offenses. When offenders do not mend their ways, do not waste any more time-fire them. Leaders should not rely on the consensus of peers, the outcry on social media, or bad publicity before they act.
More readings from my e-book aboiut core values:
e. Money, Financial Rewards, Financial Security
Money can be a core value. Money is not necessarily a negative value. It can mean either financial security, or greed. Many leader/managers over estimate the motivational influence of money (financial reward). They may think, for example, that all associates want overtime, pay increases, and bonuses. Financial security is a fundamental requirement in the hierarchy of needs. If that need is not satisfied, employees will work two jobs, seek overtime, and work holidays. Usually, the significant other does too. If they have children, it is not unusual for the two to work different shifts to avoid daycare or babysitting.
Once associates achieve financial security, they are not always as eager to earn more money. They may not want more overtime, a promotion, or bonus. Most associates do not seek more responsibility. They are happy to put in 40 hours of honest work for a paycheck to cover their bills, watch cable TV, and enjoy an occasional vacation. Ambitious associates are easy to identify; they go to night school, they are eager to learn new skills, they actually seek more responsibility, they may even have a side business. Money or power may motivate them more.
Leader/managers need to understand money as a core value and not assume it is a value for all of
their associates. Leaders can usually identify associates who have money as a core value. If those associates also have a core value of honesty, then things like overtime can be a motivator. However, if an associate with a core value of money does not also have a core value of honesty, they will steal from the organization, from other associates, or from the time clock. Leaders should
terminated dishonest associates who value money.
f. Power
Power is a core value very similar to money. It is a core value for the very few. Position and rank motivates associates who covet power more than money. They value a promotion more than earning more money and will sometimes take a promotion that means less money. Leader/managers who understand this can use promotion or greater responsibility as a motivator. People who value power usually are eager to please their bosses and care little for associates. They
will hide anything negative from the boss while ensuring the boss sees only positive results. They are not usually team players. If they are honest and show empathy for co-workers, then working hard for a promotion is okay. However, if they are dishonest, they may lie to their bosses. Leaders should terminate dishonest seekers of power.
We probably all have seen this type of person who values power promoted. If their boss is a similar type and seldom gets out of the office to see what is really going on, they will promote the power seekers. Once in a leadership position, they are easy to identify because the morale of the associates will plummet and their assistants are miserable.
g. Ethnic Group
As much as we have advanced in diversity in the USA, racism still exists. Leader/managers need to be aware of it to eradicate it. In other cultures and in many subcultures, it can be extreme. I have seen people turn down jobs and promotion based on racism. Segregation is illegal, but it still exists in much of the country. Where racism is overt, it is easily recognized. However, most people who are racists usually are silent about their true feelings. The goal for excellent leader/managers should be to keep the workplace as free of racism as possible and to acknowledge diversity.
Sometimes this can be a challenge because of institutional racism. I saw a good example of
institutional racism when I was in the 82d Airborne Division. The Division Commander decreed that every officer should know how to swim-a reasonable requirement. All officers took a swimming test and twenty-nine failed the test-all of them African-Americans. They had to spend their weekends learning to swim. The commander did not intend to discriminate, but it was institutional racism. He could have the same results if he had selected tennis or golf.
How does this example translate to the workplace? Suppose potential employees have to pass a written examination or certification. Is it bias toward one race or another? Does it come with a Spanish version? I worked in a nursing home in Chicago. The Director of Activities was Filipino. He had four employees-all Filipino. Coincidence? Before I got there, the Director of Nursing and her
Assistant Director were also Filipino. As a result, most of the nurses were Filipino. Another coincidence? Maybe! I think that racism shows up frequently in hiring practices.
h. Sex
You have only to follow the news to see how powerful the sex drive is as a core value. Leader/managers need to be aware of this not only for their associates but also for themselves. It would be naive to believe that associates do not have sex in the workplace if the opportunity presents itself. This seems to especially true in male dominated professions and industries. It may take the form of sexual harassment, groping, verbal remarks, jokes, calendars or photographs, and even intercourse. The current state of TV and cinema seems to indicate that sexual misconduct in the workplace is acceptable, but it is not. In fact, it has ruined many careers and families and resulted in many law suites.
Leader/managers need to be observant to prevent sexual misconduct and harassment. They should
start by walking through the workplace. Look at the calendars, magazines, and pictures around desks and offices. Pornography and sexually explicit material may be there. Computers make pornography more accessible. Organizations should block pornographic web sites at work. Leader/managers should not let associates draw them into endless debates on art verses porn, or what is acceptable. The workplace is not the appropriate place for unprofessional displays of a sexual nature. If it is unrelated to work, then remove it. Of course, there are industries where it may be acceptable. Leader/managers must know their organization’s policy.
The sexual misconduct of leader/managers is far more serious. Leaders should set the
example with their professional conduct. To have an affair or to create a sex
scandal is wrong on several levels. It violates the trust between a significant
other and may involve deception and denial. The sound judgment of leaders
involved in an affair is questionable. Affairs never end well. People always get
hurt.
RSS Feed
