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.

Employee conduct: 9 essential topics to address

Essential Topics

Where does the fallout from off-kilter internet behavior wind up exactly?” In the courts”, says Jim Paul, attorney at Ogletree Deakins. Have you heard about the worker who simply farmed out his daily tasks to someone in China at a comically low pay rate?  He kicked back and watched cat videos all day after. How about the guy who got high one morning and went to work in a parks system populated by grizzly bears? He sued for workers’ comp benefits when he was attacked by one of the grizzly bears.


As employees blend the realms of work and private life thanks to technology they feel more empowered to express their beliefs. Because there are more laws encouraging and protecting the individual, your employee handbook is under assault. There exists a preemptive strategy to protect the company. If followed carefully, it might be able to endure changing marijuana laws or workers blasting you on Facebook.

What you need to do

Put a check mark beside each of the following bullet points after your organization establishes a firm policy on it.  Your employees need to sign off on it. The lack of clear, legal policy is what employees can use to insist you’ve overstepped your boundaries. Don’t interfere with personal expression.

Technology and legal changes

Technology and legal changes have made it more difficult to regulate employee conduct. And the lines have blurred between what’s considered on-the-job versus off-the-job conduct. As a result, employers are confused about where and when they can put their foot down.

Marijuana use

Marijuana use: Several states have legalized medical marijuana, consequently those state laws often remain at odds with federal ones. In the Colorado case Coats v. Dish Network, there was a question.”Can you fire someone for pot use in a state where it’s deemed lawful if federal law still holds?”

Safety issues, workers’ comp issues, and the individual’s right to practice a lifestyle that may be totally at odds with the company’s values are at stake.

Smartphones and safety

Smartphones and safety: Your workers are out on the road every day, sending off a quick email to the boss at a stoplight or checking directions to a client’s office as they cruise along at 60 mph.

What do you have in writing that states they must not engage in distracted driving while on the job?

Companies like Smith Barney and International Paper were forced into settlements after their employees caused accidents while distracted. As a bare minimum, Paul suggests instituting a hands-free policy for employees who feel the need to communicate while at the wheel.

Bring your own device policiesemployee handbook

Bring Your Own Device policies: 82% of companies allow workers to use their own laptops, phones and tablets. It helps IT, boosts efficiency and increases retention. The question would be, who owns the information on those devices, who can monitor it, who can search for it? In the case of Lazette v. Kulmatycki, an employer would be accused of violating the Stored Communications Act by digging into a smartphone the employer itself had issued. There would be the data security question: Keep in mind the New York health care provider that had to tell 2,700 members that their data had been hacked because an employee’s device was stolen.

The LinkedIn problem

The LinkedIn problem: Nothing blurs the line between work and private life like LinkedIn. Information about your company and an employee’s affiliation with it sits there day after day, and you are urging someone to use her account to promote you. If she’s separated from the job, who owns the posts she created? What if she never indicates she’s left your employment, creating the illusion she still works for you? According to Paul, much depends on who created the account and when.

Off-the-clock communications

Off-the-clock communications: Do you know at what point harmless, casual email checking becomes “significant” work? Or perhaps, when a phone call to an employee at home should start their time clock? The law can’t yet be completely clear about it,  your company policy needs to be. Worst-case scenario (aside from committing FLSA violations): You have to crawl to IT to ask them to shut your network down after hours because it becomes too hard to keep workers from squeezing in the extra effort. Don’t let it come to that.

Remember, you ARE the boss of your employees. It would be important to know your rights when it comes to managing and regulating their behavior — both in and out of the workplace.

Web surfing

Web surfing: A worker, found to be checking forbidden sites, would be disciplined. As a result, a
year later, a court finds that you should have gone to the authorities. As a result,  his surfing was actually hinting at a future illegal activity that you should have predicted. It is an extreme case that actually happened. A more likely problem is that employees will just spend too much time conducting personal business on the clock. Above all, be specific about the exact sorts of sites you forbid, and the parameters of how much time you’ll allow workers to wander the net.

Device privacyHR manager

Device privacy: In Steingart v. Loving Care, a court said that even on work computers, employees have an expectation of privacy if accessing personal email. In Holmes v. Petrovich Development, the result seems to be the opposite. The issue of how deep you can dig into someone’s device, would still be up in the air. Furthermore, make no assumptions of what to expect if an employee cries foul.

Dress codes

Dress codes: Ever heard of the Church of Body Modification? Costco fired an employee with facial piercings when she violated their grooming policy, claiming a deep belief in the church’s principles. The court sided with Costco on this. “My opinion is that the Costco decision would have gone the other way if it had come up more recently,” Paul says. Since then, Red Robin, Jiffy Lube, and Abercrombie and Fitch have all found themselves on the losing end.

Social media

Social media: Who doesn’t get upset hearing the story of the employee working for a social media agency who accidentally logged into a corporate account rather than a personal one, an account that just happened to be Chrysler’s? The result would be a quick termination and Chrysler not renewing their contract with that social media firm. The scary things about social media are its lightning speed and the fact that nothing can be taken back once it gets out.