RE: "Getting Through to Your Teenager" (Before and After Article, Dec. 27, 2006)
Thank you for "Getting Through to Your Teenager." I went through the exact same situation that you describe (a couple of times) before realizing that it was all about independence and not lack of respect for myself and/or the rest of the family. In the end we agreed that she would set the curfew after talking (calmly and rationally) about each other's expectations. She's actually home at an earlier time now than what I would have imposed.
Deborah T.
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RE: "Pay Cut" (Jan. 3, 2007)
On the subject of "Pay Cut" the topics presented include job history and performance. What was not touched on directly is what the actual replacement value of that position might be in the marketplace. Implicit in the concept of equity with peers is the idea of a market value for the position. If market value or peer group equity is the real decision driver, then an employee should be prepared to make a solid case for expecting a 30 percent premium over others who may also be satisfying the job requirements.
Bruce W.
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I subscribe to your newsletter, find it informative and a very valuable resource.
The recent posting that just came across my desk by Mr. McMillan raised my eyebrows a bit. The advice was sound on surface, and I found it useful as a case study or hypothetical. However, assuming this is a "real" letter, there may be other tools that are available to such a person. In Canada, such a pay cut would actually be considered a constructive dismissal—and the individual would have legal grounds to stand on other than simply trying to reduce the damage.
I write both as a leader and as an employee of a collection agency—much of my staff would have a very difficult time paying their bills and mortgages, feeding their families, and staying afloat if they were subjected to a 30 percent cut in pay. Forcing such a cut on them could result in significant legal exposure to the organization I work for in most (if not all circumstances).
I thank you for taking the time to consider my opinions—it is rare that a newsletter invokes such a reaction from me!
Joel M.
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Dear Ron:
You gave a great response to this person's crucial conversation question. I was also thinking that in the second conversation, which could include some negotiation, "Pay Cut" could have in mind some other compensation possibilities. Some ideas: working fewer hours, working from home, more vacation time, additional training, anything else that he/she would consider of "equal" value to financial compensation.
Also, consider that this may be an opportunity to move on to better pastures; after all, do you really want to work for a company that acts in this manner? Life sometimes provides a kick-in-the-rear to help us grow! A self-evaluation of what "Pay Cut" values versus the company's behavior and espoused values could be helpful.
Thanks again for your insights,
Carol W.
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RE: "Respect for Part-Time Coworkers" (Jan. 10, 2007)
Regarding respect for part-time coworkers: in many—possibly most—organizations, the responsibilities of part-time workers are in some ways less than their full-time colleagues. Full-timers often see their part-time coworkers as "getting a bye" on things like scheduling, call or mandatory overtime, certain types of work assignments, and leadership expectations. It is often these things, even more than the extra couple days off a week, that entice people into taking part-time positions in the first place. So depending on the context, there probably are situations where "just a part-timer" is applicable.
That is not to say that the contributions of part-time colleagues should not be valued and the individuals respected, but the part-timers should also understand the perspective of the full-timer and respect the contribution that is necessary to keep the operation running every day (or even 24/7). As a manager of full-time and part-time workers, I know there definitely needs to be a balance and mutual understanding between the two groups. My organization couldn't succeed without the contributions of both. If part-time's manager does value him or her, hopefully he or she will enlighten the entire work group on how they complement one another.
David P.
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I often felt as that person did—not of value to the team and lacking many of the benefits. However, I am now an RN Clinical Coordinator in the same hospital and could not function without part-timers. Value: who covers for full-timers' vacations, surgery leave, childbirth leave, busy days, etc.? Full timers do not like to vary from their "set-schedule" so we rely on the part-timers to be more flexible to fill in. Part-timers are invaluable to management.
Thank you,
A.S.
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RE: "Dealing with Past Leaders" (Jan. 17, 2007)
I was impressed with the insight and tone of the answer Joseph Grenny provided to the "Frustrated Chair" in the 1-17-07 newsletter.
Another strategy came to mind that might also help. I was trained as an in-house facilitator, and have a little experience with setting meeting ground rules and trying to maintain them. Requesting a facilitator to assist with meeting decorum, or merely suggesting that possibility to the previous leader, might avoid the pall of disrespect from frequent interruptions. Less formally, someone in the audience could volunteer (maybe beforehand) to make a predetermined noise-reminder when any interruptions begin. Even the awareness of the two leadership functions of maintaining meeting structure and interacting with meeting content might assist this emerging leader.
Best regards,
Lynn C.
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Dear Progress,
