Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, September 11, 1994 TAG: 9409120043
SECTION: BUSINESS PAGE: F-3 EDITION: METRO
SOURCE: Camille Wright Miller
DATELINE: LENGTH: Medium
A: Grapevines, a method of sharing information about company business, keep us informed. Rumor mills, usually negative information about co-workers, means trading in gossip.
While gossip reinforces moral boundaries, lets us feel morally superior, and serves as just plain fun, the negatives outweigh the positives. Damaged reputations, de-railed careers, and, as lawyer Chris Clemens points out, defamation lawsuits are consequences of gossip.
An associate with Gentry Locke Rakes & Moore, Clemens notes an increase in lawsuits over damaged reputations. Legally, Clemens advises, you can't get in trouble if what you say about someone else is true. He cautions, though, that "as employers work to reduce legal risks, employees risk being fired for gossiping."
Clemens, aware of the appeal of gossiping, suggests standards be employed before gossiping. He recommends asking yourself the following: "Are you sure the story is true? Can and will you check its validity before repeating it? Do you know where the story will ultimately go? Are you certain the story won't be repeated?"
It's nearly impossible to answer yes to all these questions, suggesting we refrain from repeating stories. Clemens counsels that "just because it was said before you doesn't mean you can say it."
Refusing to pass gossip and correcting untruths is helpful. Given the risks, the best approach is to resign from the rumor mill. When asked if you've heard about "X" firmly say, "No, and I'd rather not unless it's good news." You may feel out of the loop, but your day will be less cluttered with negatives and you reduce your legal risk.
Q: Several co-workers run their own direct sales businesses during company time. I'm tired of being asked to buy personal care and home products at work.
A: Most companies have a policy prohibiting secondary businesses and sales. Handing out catalogs, taking orders, and distributing products build to significant time away from jobs. Sales policies protect both time companies pay for and the employee work environment. It's up to supervisors to respond to consistent violation of a no-sales policy.
Companies feeling sympathetic to employees with a second career allow sales, but confine the market to breakrooms, specifying that transactions are permitted only during lunch or after work. These restrictions accommodate the entrepreneur, help protect other employees from unwanted sales pressure, and re-focus energy on the organization's business.
If a policy is not enforced, inform your supervisor that you'd appreciate the protection. If your company has no policy, tell your co-worker you aren't interested in the product lines. When offered a catalog, return it immediately and confess to having too much work to be able to look at it in the near future. Alternatively, tell your co-worker that you feel pressured and would appreciate not being approached.
Finish by suggesting that if the product interests you in the future, your co-worker will be the first person contacted.
Q: My supervisor suggests I delegate more work, but I'm not sure how or that I want to.
A: Reluctance to delegate suggests a desire to have total control over all work, lack of confidence in staff members, or fear that staff members will feel imposed upon. Reluctance to delegate hinders both your performance and the promotability of your employees.
Delegation, like any other supervisory task, is learned through practice. Begin with small, but important, tasks. Consider which staff members are best suited to particular tasks and make assignments based on ability.
For example, delegate assignments requiring attention to detail to employees who consistently notices details; give tasks requiring creativity to those attuned to the big picture.
Inform your employee of your expectations - the assignment's requirements, the goals, and related deadlines. Be clear on the level of complexity, standards of quality, and resources available. Agree on how often you'll need progress reports. Once the assignment is completed, give full positive and negative feedback.
Continuing to delegate demonstrates confidence in staff members and highlights your skill in staff development and department performance. Delegation also builds work portfolios and skills preparing employees for additional responsibility and advancement.
by CNB