- There will always be situations at any organization that trump the normal work processes. However, it is incumbent on the manager to learn the work requirements so that he/she can tell the difference between a legitimate “rush request” or emergency and requests from individuals for their personal interest.
Follow the following process:
- Verify the legitimacy of the request. Who is driving the change?
- Keep the boss informed.
- Ask questions to fully understand the nature and impact of the request and why other work has to be put on delay.
- When the request comes from the boss, ask questions and let the boss know the trade-offs.
- If meeting the commitment requires support from others, document it in notes or email, and let those who help meet the request must know the deadlines for their support and the business consequences of failure to furnish the necessary support.
- Stay on top of progress, provide timely status reports to the boss, and be prepared to provide instant status reports at any time.
Key Takeaways
- A manager may encounter a number of unpleasant or difficult situations, from persistent troublemakers to problematic issues such as absenteeism, tardiness, sexual harassment, and outside problems.
- Developing the ability to skilfully handle these unwelcome situations is a valuable managerial talent.
The main points for managers to remember are:
- Handle trouble makers in a firm and timely manner.
- Get the facts first regarding grievances – then handle them consistently.
- Treat absenteeism and tardiness seriously and promptly.
- Maintain a zero-tolerance approach to sexual harassment.
- Never play counsellor for an “outside problem.”
- Learn to differentiate between a legitimate emergency and someone who simply wants their work done first.