What Does Every Respected Boss Do?



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I had a discussion with a business owner the other day about respect. Because he owns a business in another country with a different culture from what we have in North America.  But one thing I will learn is the same..

One cannot take respect.  One will earn respect.  Furthermore, the business owner from the other country was so used to taking respect; he could not see that what he thought was respect was disdain.

I talked to the fellow for more than one hour about what every respected boss does to earn that respect.


Do Unto Others as you Would Have Them Do Unto You


That seems pretty simple.  Because in the case of the business owner, it is readily apparent he did not treat his workers with any respect.Therefore,  there is a lot of discussion around how he treats his employees.  And with that, how could he be expected to be treated with respect?

Some of the things discussed were:

Not having clear and agreed-to expectations between the workforce and management. He expects the other workers to make sure their coworkers do what is expected.  He also talked about the many times his supervisors berated his employees, and he did not even know the reason why.  A clear case of not having clearly defined expectations or any respect.

Not Providing Resourses

  1. Not providing adequate resources and equipment. The owner’s workers are working in locations where gloves should be mandatory, along with protective clothing.  Beyond the low wages paid, the owner expects the workers to provide for themselves.  Therefore, a clear case of the company not respecting the value of the jobs of the employees.

To Progress

  1. There is no opportunity to progress. Any supervisory positions are filled by people of the similar social class of the owner, leaving the workers to believe they are the lowest of the lowest.  If a person cannot have the opportunity to lift their head, there will be little motivation to respect the job and the work environment.


  1. Treat the workers like mushrooms and pay them with dirt. Furthermore, there is little to motivate the employees and have them appreciate the job that they do.  The owner pays as little as possible, just making it to the minimum.  He has the expectation workers are a dime a dozen, and no one will leave, as it is almost forced financial incarceration.  The workers have no respect for the company, or management, and are experts at hiding their destructive acts.


Is This True Life?

It this true life. Because there are still companies today, no matter where one goes, where the workers do not show their boss any respect.  Therefore, all because the boss does not treat the workers with respect.  And, I have not even talked about the benefits to an organization of what respect can do.


What to Do About It?

The first is recognize that with a lack of respect, there is most certainly a loss to the organization.  It could be in lost productivity, thievery, or sabotage.  And it is so easy not to have this situation.

Respect Checkup

If you want to have a respect checkup, call on the human resource specialist in the Wichita Falls, Texas, and area.  Call on Don Swift and Associates today at 940-228-0550 to get an independent review of how your organization is doing.

Don Swift has many years’ experience in human resource management in the Wichita Falls, Texas area, furthermore would love the opportunity to help you.  Don brings a practical approach to human resources and can assist you with building respect in your organization, and contribute to making other things better too.

Call on the expert in human resources in the Wichita Falls, Texas, and area, by calling Don Swift and Associates today at 940-228-0550.  Be given the respect you deserve by earning it with the helping hand from Don Swift and Associates.



Don Swift

(Tips from Justyna Polaczyk in Livechat Blog in Business Psychology)

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.




Don Swift & Associates:  http://www.donswiftandassociates.com/

The Heel of My Shoe

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Recently I listened as a friend of mine, frustrated beyond belief,  telling how disappointed she was in her printer resource.  Her company depends upon an outside resource to provide printers.  In her case, her regular printer is on the blink and her support company had installed another printer, older than the one she was renting.  They told her that the printer she had been renting would be out of omission for a while.

The Printer

The office is small and the personnel who work there depend upon economy of motion to get things done.  One of the features of the broken printer is that it allowed them to network to the printer, thus saving a lot of time with their printing tasks.  Even though they have desk printers to help maintain confidentiality, those printers are for “one off” copies.  The network printer allowed them to make copies in volume for training and/or public assistance.

The printer support company told them that the newly installed printer had that same capability, but they would not be hooking it up since they were not going to purchase this printer, not planning to keep it at all after the old one was fixed and reinstalled.  This decision by the support company was not received well and could not be reversed by their upper management.

Problems with the Printer

So, what are they left with?  Now they will have to travel to the printer each time they need to make copies of a document in quantity, put the document they need printed in the printer, and wait for the copies to print.  This also ties up the office printer over the course of the day.


What a bad taste this support company has left in the mouths of my friend and her colleagues.  Their decision now is to change support companies altogether.  They feel they have been put upon because they are small, and apparently inconsequential.

A Flaw

But, I see it as more than that.  I see it as a character flaw on the part of the support company.  It will take them very little time to set the printer up so it can be networked.  If they think it through they will  realize that. If they stand in the shoes of their client, it will be easy to understand why this action needs to be taken.  Their lack of foresight and consideration has not only lost business for them, but has become the subject of several conversations about them.


Our customers are special.  They may have rotten personalities and it may seem that they want to take advantage of us, but they are special.  Our clients are the reason we are in business.  Clients deserve to be treated with the utmost when it comes to our vision and mission.  We created the vision and mission to have the personality of the customer in mind.  We think of all customers as being the same, deserving the same – an experience that exceeds expectations.

Remember when your grandparents said to polish both the toe and the heel of your shoe.  You want to guard how you look to your customer when you walk away from them.



Don Swift


P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.

Resolving Employee Conflicts


First of all, conflicts between employees can disrupt confidence, reduce work rate and create a generally unpleasant place to work. Because an answer often seems impossible, these disagreements can also drive managers crazy.

Good News

The good news, as a result, is that you do not have to allow disruptive workplace conflicts. By consistently using useful management practices, you can restore peace to almost any bickering group.

Teaming up with Don Swift will help you learn how to diagnose the specific cause of an employee conflict . Therefore, choosing the best strategy for bringing it to an end.

Wouldn’t it be nice to have a workplace where employees collaborate on projects without arguing and whining?

What Hat Do You Wear Professionally?


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H R Director

I will say that as an HR Director I could depend on my daily plans to change at 8:02 am when someone would stumble into my office with a problem that “only the HR Director could solve.”  As a result, that meant that there was conflict in the air and everyone felt that the job of the HR Director was to resolve it or there was something that no one else wanted to do.

Also, I have spent many hours wondering “just how many jobs does the HR Director have?”  I remember one of my CEO’s saying to me that he felt that it was my job to take care of all “the people problems.”  That way we could be sure we were using a consistent approach to managing our people.  When I would try to respond with statements about training, or shared-responsibility he would just wave his hand at me and dismiss the idea.


So, how many hats does the HR Director wear?  Through much reflection I have come up with the following.  And, I think I still don’t have them all.


  • Recruiting – How many times have I heard the demand “I need people!” And, the second part of this demand was that “I don’t just need people; I need the right people, now!”  My job priorities would change then because finding “the right people was my top mission in life.”


  • Hiring – So, we got the people, now we have to get them on the payroll.Therefor,  I remember supervisors standing outside my door on a Monday morning impatiently waiting for me to hand over people as I was trying to get them through the hiring process.  The urgency would sometimes be so great that we will do just what it takes to get them on the payroll and we will complete the rest later.


  • Reporting – Then there were the sometimes endless reports that had to be done on a monthly basis and for compliance reasons. Besides hiring and firing people, most companies believe that the HR role in a company is to do the reports.


  • Firing – Most of the companies I have worked for were filled with conflict-adverse supervisors and managers. If they thought any conversation was headed toward a disagreement, I would be brought into the conversation. Therefor, I think I was only successful in a couple of companies of actually training supervisors in the termination of employment process so they could do their part.


  • Training – It seems it is endless: on-boarding, skill-specific, compliance, cross-training, OJT – and on. And, then there are the records.  What a nightmare.


  • Retention – The endless questions as to why good employees would leave and conducting exit interviews. Or, the opposite question – how do we get rid of the bad employees.  Here is where the HR personnel throw up their hands and ask “don’t they listen and do the documenting as they should?”

Voice of the Company

  • Voice of the Company – Communications of all sorts seem to begin and end in HR. it’s a good place to dump these kinds of duties.


  • Morale – The HR Director and staff are charged with the measurement of and the maintenance of company morale.


  • Arrangements – About 100% of the activities the company plans are arranged by the HR personnel. And, nobody understands just how much effort that takes.

Special Projects

  • Special Projects – Want to compete in a city-wide or state-wide contest? How about supporting local social issues?  What about putting on an employee party of some sort?  HR can do it!


Well, I suspect I could go on and on.  Therefor, the important question gets to be “what does the HR professional do with all this?”  In reality, the HR profession is just that – a profession.  It requires study, practice, documentation, verbalization, leadership, management, certification and all those other requirements a profession.  Many HR professionals get discouraged because it seems they are called upon to do everything but what they have been trained to do – you know, a little like the “clean-up person.”

Above all, the HR professional must focus on the body of knowledge that outlines the HR Professional Discipline.  Inside this body of knowledge are the disciplines, rules, regulations and other foundation requirements that make all the things I listed above doable within a framework of being that central spark the company needs for real engagement and success.  Hurray for the flexible HR Manager who keeps her cool and keeps the ship right.  You are a hero in my book!


In Regards, Don Swift

(Some information taken from Steve Spratt Hotdocs)

P.S. If you find this newsletter helpful, please consider sharing it with your friends, family, and colleagues. If you need assistance, call 940-228-0550. You can visit my website for more information at www.donswiftandassociates.com.

Use These Five Ideas to Build a High-Performing Team


High Performing Team

What exactly is a high performing team? It is a team that exceeds the goals you set by working hard and smart as a group, not individuals. Because it is a team that enjoys working together, therefore most teams do not reach the high-performing stage. Most importantly, they are special when you finally achieve this feat because you can help a team reach a high-performing state with a number of basic steps.

Plan What the Team Will Look Like

Before you bring on your first person, document what it is that your team has to achieve and when because this can be done through a project charter or another document. Therefore, it is important that the team have a common understanding of their purpose and expectations.

Therefore think about the team culture you want to build, the dynamics of your team and how they should work together because this can be defined in a team charter.

Add the Right People

Building the right team is harder than it looks, therefore it is easy to recruit the wrong person, and it is even easier to build a team that doesn’t perform well, therefore you cannot pick and choose each team member. When you can, choose candidates that fit the job description, align with good interpersonal skills, most importantly, bring in people that can get along well with others. I have never seen a high-performing team made up of people that want to work by themselves.

Create a Team Culture

If you’ve hired like-minded people, get them working together on tasks, therefore, constantly change the people you pair up, because people get to know others in the team. Strengthen the relationship between the team and your customers, therefore finding opportunities to get the team socializing together. High-performing teams share a common team culture. Try to get the team this consistent culture as soon as possible.

Motivate the Team – and Yourself

A happy motivated team will always out-perform an unhappy unmotivated one, therefore it starts with you. Are you happy and motivated? Because your motivation will rub off on your team. If you are motivated, focus on motivating your team. The manager can show team building and group rallying exercises to get them pumped up. Tell them how proud you are to work with them. Help them understand why the goals are important and how every team member contributes to them.

Step 5. Recognize Accomplishments

People respond positively to positive behavior, therefore you need to constantly recognize achievement when it’s due. The manager needs to tell the team about an individual’s success. Make them feel proud. Spread the love—don’t focus on one team or person too frequently.

If you plan for success, recruit a great team, build a positive culture, motivate the team and recognize achievement, because you will build a healthy project team and boost your chances of success!

(Some material in this newsletter was used with permission from HR Employment Law.)