Here's a question. Let's say you manage a dispersed team, and it becomes necessary to terminate someone at a remote site. It's not a RIF — perhaps the issue is performance, or something even more difficult. And let's say that traveling there probably would be a two-night stay, because of the flight schedules and time required "on the ground." You're tempted to do it by phone, or videoconference, or something not involving travel. Is that OK?
It's probably not OK. Actually making the trip is better for the employee, better for the company, and probably better for you.
The temptation to find an "easier" way comes about because we don't usually have budget to cover such travel. But the root of the problem isn't a shortage of money. If you suddenly found an error in projected materials prices, you'd find the money somewhere, right?
Rather, the root of the problem is a mistake in setting priorities. When the budget was first approved, someone failed to allocate for the cost of distant terminations. Now, facing unplanned expenditure, that error isn't seen as important enough to put right.
Choosing to find a more "cost effective" method of termination only makes it possible for the company to continue to act irresponsibly. By taking responsibility for this problem now, and by refusing to export the penalties for the error onto the person terminated, we help the company to mend its ways.
Even if The root of the problem
is a mistake in
setting prioritieswe do decide to travel to carry out the termination, we might be tempted to do it on the cheap. For tricky and possibly hostile terminations, it's common to have an HR representative "sit in," but for remote terminations, we sometimes don't take HR with us, to save money. Foolishness. If anything, it's more important to have HR present for a remote termination.
The most important reason to travel is respect. How would you feel if you were terminated by phone, fax, or carrier pigeon? Not good, I suspect. The effect on other staff is also important. Everyone is watching. If you do it remotely, some bystanders might feel disrespected, too. Some might start looking for alternative positions, while others might become demotivated. It's a lot cheaper to buy the airplane ticket than to replace people you didn't want to lose.
Often, the person terminated wants to vent. Usually, through the anger, there are at least a few nuggets of truth, and as the supervisor, you're the person best able to convert those nuggets to real value for the company. By listening — in person — you'll do much to calm the waters, and perhaps emerge from the meeting having done some good — for the person terminated, for the company, and maybe even for yourself. Top Next Issue
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More articles on Ethics at Work:
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that.
Sometimes people who want to know what we know try to suspend our ability to think critically. Here
are some of their techniques.
- Approval Ploys
- If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval
seekers use to enhance their success rates. Here are some tactics approval seekers use.
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- More Things I've Learned Along the Way
- Some entries from my personal collection of useful insights.
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- And on December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
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- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.