Management Professionalism

There are certain fundamental behaviors expected of managers in a business setting.?To advance your professional standing and career, adhere to both the spirit and letter of these requirements in all you do.

Consistency in all personnel actions.?In today's litigious society, it is essential that all personnel actions from screening interviews, to hiring, providing opportunities for training and promotion, counseling, disciplining, and discharging be consistent, fair, and professional.

No retaliation.?Employees have a right to come forward with their problems and concerns.?While you may expect that they will come to you first, they may feel that you are part of the problem.?Should employees go over your head or file complaints against you, do not retaliate.?The best way to avoid this is to have open communications with employees and be approachable for their problems and concerns.

No sexual harassment.?Sexual harassment is defined as unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when:

• Submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment,
• Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting the individual, or
• Such conduct has the purpose or the effect of interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment.

Sexual harassment is against the law and any alleged incident of sexual harassment must be reported to senior management immediately for thorough investigation and action as necessary.

No discriminatory practices.?Biases, prejudice, disparaging remarks or jokes on the basis of race, creed, religion, gender, national origin, ethnic group, age, handicap, or sexual orientation cannot be tolerated.?There is no place for bigotry or personal and cultural insensitivity in the workplace.?While each person may have his or her own biases and prejudices, do not let them interfere with the conduct and performance of your work team.?

No favoritism.?Scrupulously avoid any appearance of favoritism.?The fact or perception of favoritism creates serious problems among employees.?Many employee complaints stem from perceptions of unfairness on the part of leaders.?Time, money, and energy are spent responding to these complaints.?In addition to the problems created for the organization, the perception of unfairness creates dissension and poor morale and destroys motivation within your work team.?

No fraternization with employees.?As a leader you must not, under any circumstances, enter into personal, intimate relations with employees under your direction.?Should you feel drawn to such a relationship, you must take steps to ensure that one or the other party in the relationship resigns his or her position or is reassigned within the organization to eliminate the direct report.?Just as nepotism creates problems in an organization, personal relationships can interfere with the performance of your official duties.

While there is no issue with two individuals having a romantic relationship when neither is a direct report of the other, it is strongly recommended that both parties sign a Personal Relationship Acknowledgement, PCPM Form 107, acknowledging the club’s sexual harassment policy and stipulating the need for professional conduct, to include avoiding public displays of affection, while on club premises.

No waste, fraud, or abuse.?Abide by the highest ethical standards.?If you cut corners and bend the rules when it comes to safeguarding the assets of the club, you can expect your employees to do likewise.?This is particularly important regarding your personal productivity.?Don't expect your employees to work hard if you don't.?Abuse any privilege associated with your position and risk the loss of your employees' respect.?Ethical standards are at the very heart of who you are and what you do – your personal and professional integrity.?Often the appearance of wrongdoing can be as damaging as the reality.?Follow the spirit as well as the letter of ethical requirements and set an unassailable example of conduct for those you lead and serve.

No disclosing confidential information.?Never share confidential personnel or disciplinary information beyond the requirements of your job.?What happens at the workplace should stay there.?While it is impossible to control all the rumors and gossip circulating among staff, you must maintain confidentiality and avoid engaging in such activity yourself.?Information about the club, such as financial statements, operating statistics, and internal problems must not be disclosed to persons or organizations external to the club.?If a request for information seems legitimate, pass it on to the general manager who will make the appropriate determination.

No complaining to employees.?Leaders shoulder the burden of many responsibilities.?When things are not going well, it is all too easy to seek out someone with whom to share the burden.?That someone should never be one of your employees.?A major requirement of leaders is to possess the maturity to understand the potential negative consequences of confiding anxieties, doubts, and grievances to subordinates.?

No favors from vendors.?Frequently, managers will be offered favors and gifts by vendors.?These may be in the form of seemingly small personal items, free products for personal use, gifts at holidays or on birthdays, tickets to concerts or sporting events, or invitations to parties to thank you for your patronage.?While these may be genuine expressions of appreciation, they create problems for the leader.?Even in subtle ways they cloud your judgment, making it difficult to be truly objective in your purchasing decisions.?Accepting even small favors starts you down a slippery path.?At what point do you say no when you have repeatedly said yes?

Beware of fraternization with members.?Private club managers should avoid fraternization with members beyond the bounds of their jobs.?It is always necessary to have some professional distance from any person or group to whom you have work-related obligations.?While you should always treat members with courtesy and respect, avoid unnecessary socializing with them.?This is a fine line that must be approached with caution and subtlety.?Such personal relationships may create implied obligations on your part and will certainly create the appearance of favoritism and/or compromised judgment among other members.?These will ultimately lead to resentments and antagonisms, further complicating your already challenging position.

Except for club-sponsored events, activities, trips, or the normal socializing as part of the job, invitations from members to private dinners, cocktail parties, card games, and other social activities should be courteously declined.?Managers must always remember that they are not members of their clubs, nor do they have equal social standing with members within the context of the club.

Excerpted from Leadership on the Line – The Workbook

For more useful ideas and information, check out the wide range of highly integrated and widely acclaimed Professional Development, Operational, and Training Resources at the PCPM Marketplace Store.