The Heavy Line Between Buddy And Boss

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The Heavy Line Between Buddy And Boss

-- Allen W. Http://Asvc.Merc.Sharif.Ir/?Option=Com K2&View=Itemlist&Task=User&Id=613419 - is a rousing resource for more about the reason for it.

A: One reason I am therefore certified to disp...

Q: One of my key personnel is giving trouble to me. He's started turning up late for work and has developed a negative attitude in general. The others of my workers are complaining simply because they are being forced to use up his slack. I've tried talking to him, but he doesn't appear to listen. He has become one of my best friends since I hired him five years before, therefore firing him is out of the issue, to make matters worse. Exactly what do I do?

-- Allen T.

A: One reason I am so qualified to dispense sage business advice every week, Allen, is the fact that I've made nearly every business mistake imaginable. I'm just like the Evel Knievel of the small business community, if Evel Knievel wrote a weekly column on bike safety.

Among the more unpleasant things I have had to do is fire a great friend who was not performing I used him to complete. H-e needed work, I needed a member of staff, so I thought I would give a go to him. It ended up to be a match made in operation hell. H-e took advantage of our friendship by arriving late for work, spending time goofing off in place of working, and creating a joke from my claims about his behavior. Due to our friendship I defended his actions to my other employees, but after a couple weeks I knew I'd to show him the door. This tasteful - article has some provocative suggestions for the reason for it. We're still friends, but most certainly not like we were before.

The error I made was employing a friend in the initial place. I allow feeling, i.e. the desire to support my friend gain work, enter the way in which of my business sense. That's what you're doing today, Allen, and I dislike to be the bearer of bad news, but you are going to need to deal with this condition quickly or your complete operation could be suffering from the activities of this anyone.

The mistake you've made is the fact that you've befriended an employee, which will be something you should not do. I'm not saying you can not be helpful with your employees, but you've attached a considerable amount of emotional baggage to the employer/employee relationship and the result is the condition you're confronted with today.

Friends expect preferential treatment given that they are your friends. The office, but, should be an even playing field for the workers, friends or not. While personnel deserve your respect (if it is gained), providing one staff preferential treatment over another is never advisable. It is a problem experienced by many business owners and managers who allow themselves to become too near to their workers.

I am aware that you'd rather eat rocks than fireplace him and he is now your friend over the years, but you have to take into account how his behavior is affecting your organization over all. What effect is he having on worker morale, on work schedules, on customer relationships, on time spent repairing his mistakes, and most significantly, the bottom line?

You have two options: get him back on course or get him off the payroll, period. That could sound cold and politically incorrect, but those are your only options. In any event, you have to be his boss first and friend second. He may have particular reasons for his performance, but as his employer you are officially limited as to how much spying you can perform into his home life. As his friend, but, I expect that you have recommended what the issue is. Then do so, when you can help him come back to being a successful member of the staff. If not, wish him well, let him go, and proceed.

Listed below are several ideas that will help you establish and enforce the limitations of the employer/employee relationship.

Define the connection. Keep your seat, Dr. Phil, this can not take long. The relationship should be well-defined from the start and the details understood by all parties. Some call it 'defining the pecking order' or 'establishing the foodstuff chain.' Whatever vibrant term you put it to use all boils right down to this: You can be their boss or you can be their buddy. You can not be both.

Do not employ friends or relatives. This rule is obviously bendable if you are the master of the business enterprise and you hire your kids to work with you. Odds are your offspring already recognize you while the supreme authority figure and managing - them in a company environment is second nature. However, even this situation could have a negative impact on your company as non-related employees often expect the employer' boy, girl, or best buddy to work less, earn more money, and be treated much better than everyone. Whether that is true or perhaps not, cronyism and nepotism can create an underlying tension among the ranks.

Establish and adhere to company policies. It's recommended to get published guidelines concerning all facets of your business, including staff behavior and performance expectations. Navigating To - maybe provides aids you could give to your dad. The relationship is prone to favoritism because of it is extremely nature. Executives can't help but prefer those employees who work longer, harder, and faster, but in regards to adhering to company policies, there ought to be no preferential treatment of favored employees. Every worker must be given a copy of your published business policies and sign a form saying that they have read, understand, and buy into the same.

The Underside Line: treat everyone else the exact same. It does not matter if the employee is just a vice president or even a janitor; everyone in your company should be treated the same when it comes to sticking to revealed company policies and performance objectives.

While it is true that a vice president might be of more importance to the company than a janitor, it's also true that a vice president who is running amok can do much more damage to your company than a janitor who allows a bathroom back up every once in a-while (there's an example there that I will allow you to determine all on your own). Visiting Travel Fishing Fundamentals Are The Gate Way To - probably provides cautions you might use with your co-worker.

It's perhaps not private, it is just business. This is what the movie criminals say to one another right before the shooting starts. 'Hey, Paulie, it's not individual. It is only business.' BLAM! BLAM! Here is the relationship exact carbon copy of saying, 'It's maybe not you, it's me.' Such claims are not planning to make everyone feel better once they are getting dumped or fired. Just ask any former employee or old lover you have used this point o-n.

When you have to fire a worker - even a friend - take action by the book in a professional way.

It'll not be easy, but you have to remove the feeling and do what is best for your company.

Here is to your success..