Roanoke Times
                 Copyright (c) 1995, Landmark Communications, Inc.

DATE: SUNDAY, November 20, 1994                   TAG: 9411180049
SECTION: BUSINESS                    PAGE: G4   EDITION: METRO 
SOURCE: CAMILLE WRIGHT MILLER
DATELINE:                                 LENGTH: Medium

IF A CO-WORKER BAD-MOUTHS YOU, TAKE THE DIRECT APPROACH

A: Bruce Sellars, a psychologist in the Lewis-Gale Clinic's Department of Psychological Medicine, recommends using the direct approach, employing assertive statements.

He suggests you meet with your troubled co-worker and state: "This was brought to my attention. I'm aware that this is going on. I don't like it." State your desire to have the negative comments stopped.

If after several attempts your co-worker has not stopped, Sellars recommends approaching your company's managers. Begin with the individual's own supervisor. Notify your own supervisor of your actions before meeting with the other supervisor.

Explain the situation and your efforts to correct it. Sellars suggests that you follow up by making clear how this situation affects your working relationship, your productivity and your morale.

After you've presented your case, Sellars believes, you should "leave it on the supervisor's shoulder." Correction is part of the supervisor's responsibility.

If you invite the other targeted co-worker to your meetings with the supervisor, make sure your co-worker understands the need to stay focused on the problem and on your desired resolution.

Q: I was fired without formal explanation. I later learned money was missing from a cash register several of us used. I'm black; the other employees are white. I suspected discrimination and filed a complaint with the Equal Employment Opportunity Commission. They concluded there is no basis for my complaint, but I'm not satisfied.

A: Employees are employed at the will of employers and can generally be discharged without formal explanation. Since the EEOC has found no basis for a claim of racial discrimination, you may have few alternatives.

Meet with a lawyer and present your story. Lawyers can identify available legal options and the possible outcomes of each. Such a meeting is the only way to learn whether you have legal recourse.

If you don't have an attorney, you can call Lawline Attorney Referral Service (982-2206) or Lawyer Referral-Roanoke (982-2345) or Virginia Lawyer Referral Service (1-800-552-7977). Referrals are made without charge.

Before you begin exploring the legal process, ask yourself what it will take for you to gain closure. Do you want a formal explanation? Has the former employer's actions prevented you from getting another job? Do you want an opportunity to express your anger over unfair firing?

The answers should point you in the right direction. In addition to an attorney, you might benefit by seeing a counselor. Consider meeting with a counselor to help explore the anger and hurt you've experienced from your unfortunate firing.

Q: My office just experienced another major crisis and I don't think we handled it very well.

A: Offices in constant crisis suffer from either overload (too much work and too few workers) or from inadequate planning. On the other hand, an occasional crisis should be planned for and expected.

Jonathan and Susan Clark, authors of "Prioritize Organize: The Art of Getting It Done" (1992, National Press Publications) offer the following steps to crisis survival:

First, step back and collect thoughts. They suggest assuming the role of an outside consultant brought in to solve the problem. By viewing the problem objectively, solutions emerge faster.

Clear desk space to give room to work out the solution. Reduce interruptions; distractions are the last thing needed when looking for solutions.

Clarify priorities and deadlines. Clarifying sometimes shows that a crisis isn't a crisis after all; if it is, clarifying priorities often leads to workable solutions.

Stay focused. Work on only one thing at a time. Attention needs to be given to the problem, and trying to work on several things won't get the crisis handled.

Ask for help. As the Clarks point out, the midst of a crisis is not the time to play the Lone Ranger. Ask for any assistance you can get and use it.

Remember, every crisis eventually passes. When it does, review the events to see what useful information can be employed next time.