Masonry Magazine December 1985 Page. 37
THE WORKLINE
by Fred Pryor
This is the first in a series of columns by Fred Pryor, a nationally known speaker and management consultant who regularly fields questions from the many audiences he addresses. As founder of Fred Pryor Seminars headquartered in Kansas City, the questions in these columns are the ones he hears frequently. His concise, practical responses represent today's best management thinking and experience. Readers with management concerns may send questions to The Workline, Box 1022, Clemson, SC 29631.
QUESTION: It's hard to get anything done in our office on Friday afternoons. Some employees waste time discussing their weekend plans and others leave work early. Getting necessary approvals or holding a meeting is almost impossible. Should I give up or try to change things?
ANSWER: Don't compromise your standards based on what others do. You may jeopardize your work habits and your future. Point out the problem to your boss. Suggest that if the energy level in the office on Friday afternoons increased by just 10 percent, the result would be a stronger bottom line. Share ideas about how to structure Friday afternoons so that everyone benefits. Is there a way to get employees excited about a specific project that you can work on on Fridays? Excitement is contagious. If you set an example for increased energy on Friday afternoons, others may follow your lead. People who are enthusiastic about their work don't try to find excuses not to do it-instead, they can't stay away from it. If nothing changes, you may have to find a company whose goals seem more consistent with your own.
QUESTION: I have an open-door policy that seems to work well with all employees except one. She interrupts me to ask trivial questions or to complain about problems she should solve herself. How can I tell her clearly that she must handle insignificant problems?
ANSWER: Don't hint about the severity of the situation. Be direct with the employee, but try to be pleasant and not too critical. The next time the employee interrupts you unnecessarily, take time to talk with her about that specific incident. Don't generalize by saying "you always" or "you never." Instead address the problem at hand and discuss the behavior, not the person.
Begin by pointing out her positive attributes and then be specific. You might say, "You're a hardworking em-
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MASONRY-NOVEMBER/DECEMBER, 1985 37