Q–You may think this is silly, but it isn’t. We have temperature wars in our small company (about 15 people). Some like it hot while others like it cold. Other than the owner of the company, we are all about equal in status, though some of us have private offices. Is there a fair way to solve this?
A–Yes. And status has nothing to do with it. The workplace is more conducive to wearing a sweater than to wearing a bathing suit. But it is fair to draw the line if you have to resort to wearing gloves and a nose-warmer as well.
Q–A woman was promoted at my company who is making life miserable for many employees. She’s in an influential position and seems to manage upward very well. However, those who work for her or are affected by her decisions know she is autocratic, unreasonable and manipulative. Employees dislike her so much they are withholding information just to get even. The end result is best exemplified by the departure of a loyal employee who took a lower-level job just to get away from this woman.
What can be done about such poor managerial behavior, short of waiting for her to commit career suicide by getting caught up in her actions? Her boss doesn’t have a clue because her threatening behavior causes everyone in the department to be highly productive, but dissatisfied.
A–Unfortunately, probably nothing will be done as long as your department is productive, the bottom line being the most important factor in most businesses. When your company’s turnover becomes apparent and takes a toll on productivity, upper management may look into her behavior.
Q–I have an employee who was not performing up to par due to laziness. I put out feelers and found someone who not only could perform this person’s duties, but will bring his clients with him. I made him an offer and he is to start soon. I had planned to let the employee in question go right before the new one started.
This employee sensed how dissatisfied I was and has now greatly improved. Still, our company can’t afford both of these people, so I must go through with the termination. How can I let him go while keeping an open door in case the new person doesn’t work out?
A–Tell him the truth. You are bringing someone on board who is bringing a substantial amount of business into your firm, and at this time, you cannot afford two people in similar positions. If finances greatly improve, you’d like to be able to rehire him. He will then be able to explain the situation openly to potential employers, which will make his job search easier.
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Problems on the job? Write to Lindsey Novak, At Work, Financial Department, 4th Floor, Chicago Tribune, 435 N. Michigan Ave., Chicago 60611, or, via e-mail: AtWorkbyLN@aol.com. No phone calls, please.
