Question: My problem is my mouth. I tend to say whatever is on my mind without thinking about the consequences. For example, I recently met with one of our top executives. When he asked my opinion of him, I replied, “At first I thought you were a snob, but now you seem OK.” That was not a good answer. I also said too much in a meeting with my boss’s boss. After describing a problem with one co-worker, I went on to say that all the other women on my team have become less friendly and sometimes talk about me behind my back. I could tell that this was not well-received. Now I feel as though these managers are uncomfortable with me whenever I’m around them. How can I stop myself from saying too much?” — Motormouth
Question: “Should I say something when I notice employees aren’t managing their time wisely? Often, they socialize with co-workers, with family, make personal phone calls or browse the Internet. I’m not a manager or a supervisor. I’m an administrative assistant to multiple departments and I often find myself doing the work of other co-workers when they should be doing it on their own. Also, should I log this sort of behavior? — Jennifer Kaddi
Question: “I work for a rural hospital and struggle every year on the best way to track and file nursing competencies. Does anyone have any ideas on how to track nursing competencies easily by using software such as Excel?” — Tracy Fehd
Queston: “I want to know if I should tell my manager that I’m looking for another job. For the past several months, our company’s business has been declining. Management recently slashed our pay, and one of my co-workers was laid off. It seems obvious that anyone in this situation would be exploring other options, but I’m not sure if I should bring it up. I’ve always been able to talk openly with my boss, but lately he acts like a different person.” — Uncertain
Question: “Our company has a MySpace page and employees are invited to join. One associate made derogatory comments about a co-worker on his MySpace page, which turned up on the company page. We have clients reviewing this site. How should we handle it? What etiquette tips can we share with associates? Can the company or the employee request that the negative comments be removed?” — Anonymous
Question: “Our organization will start a performance-based management for all employees in 2010. We are to select two goals that are Specific, Measurable, Attainable, Realistic and Timely. As an executive assistant to a senior-level executive in a large organization, I find it difficult to define specific and measurable goals. I schedule meetings, make travel arrangements and generally manage the people traffic for my boss’s attention, but I don’t see those duties as measurable. Does anyone have suggestions for adding specific performance goals for an administrative support professional?” — Karen Bryant
Need help when personal and work commitments overlap? Try these tips to better balance your schedule: Keep a uni-calendar … Pen in time for important others … Ask for help.
Technology is blurring the lines between work and leisure and revealing real tensions between Gen Y, Gen X and baby boomer employees. A recent LexisNexis survey reveals divergent ideas about what is and isn’t an appropriate use of technology and software in the white-collar workplace:
You’ve just had a brochure printed for your company and you notice a very big, embarrassing typo. What should you do? Tell your boss about your role in the mistake? Blame the colleagues who checked the final proof?
A manager who asks only closed questions—those requiring specific answers—isn’t going to receive the most creative, resourceful answers. He might even stifle creativity and honest discussion. Generally, open questions that begin with a “why” or a “how” will bring more value to your work relationships.
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