Press and Journal

Switch to desktop Register Login

Eric Wise

Eric Wise is a stay-at-home dad with three children, ages 11, 9 and 3. He was formerly a reporter for the now-defunct Hershey Chronicle newspaper, and he has 10 years of experience in public relations with four different statewide associations. His home improvement column, "Around the House," appeared in daily and weekly newspapers around Pennsylvania from 2007 to 2009. He is a graduate of Hershey Senior High School and Elizabethtown College. He enjoys reading, playing guitar and photography. 

You can take that to the bank

Rate this item
(0 votes)

Somewhere between regimented top productivity and a lackadaisical work day exists a point where employees will perform the best. From what I have seen, there are many managers and business owners who fail to understand the concept.

A few years back, I took a job where, for the first time in my life, I had a specifically defined time for morning break, afternoon break and lunch. I was expected to be at my desk at a certain time in the morning, keep my head down and work until the first break, take 15 minutes and plow ahead through lunch. Same deal after lunch. Even if I used my own time, I was chased out by my manager if I lingered to finish a task 10 minutes after quitting time.

This approach was quite possibly the worst I had worked under in my life. I felt like they should blow a whistle for breaks and lunch. I never adjusted to it. 

At other positions I held in the past, I was able to come in, say hello to coworkers, get a cup of coffee and ease into my day. When I last worked at an association, we had a subscription to a digital news clips service. Under the terms of the subscription, we were permitted to gather and read clips related to the industry and email them to members as a service of the association. That was my "coffee task" as I began my day. I browsed the clips and selected ones related to the business of our members. It kept me in touch with their business, which helped me as an editor of the association's publications.

As the day progressed and I worked through my other tasks, I might take a morning break 90 minutes into the day. Or three hours. No one missed me if I did not appear in a break room chair, at the water cooler or in the rest room at a certain time. I did my job, and I did not feel like I was in preschool. Sometimes I traveled to various parts of the state to speak to members, to attend various functions or to interact with our vendors. I knew it was part of the job, and it was not a problem that extra hours were involved. It was not also a problem if I ran down to the block to pick up a prescription once in a blue moon. As coworkers, we gave each other a ride from the nearby repair shop if one of our cars got an oil change during the day. 

While these interruptions were not uncommon, they were not something that happened every week, either. Yet it meant a lot to employees to have a certain amount of flexibility available. The flexibility was a way the employer made deposits in the Bank Account of Good Will with employees. In return, the employees made deposits when they worked extra hours for a variety of functions that were also fairly regular. 

I don't know if everything balanced on a minute-by-minute basis for each employee. The greatest benefit I saw went to the employer: Workers who felt they were trusted put in extra effort and likely were more productive. When employers show no flexibility and make each day a grind, employees have little motivation to put in that extra effort. I know I felt more comfortable with a job where I was shown respect in this regard.

Yet another previous position was at a workplace that had been quite flexible. However, they had brought in an overeducated expert who trained management on the danger of letting employees steal little bits of time through this type of flexibility. One Friday, I asked to leave 15 to 20 minutes early because I wanted to beat some traffic to get a flat tire fixed so I could get back on the road for a 75-mile drive that evening. I knew leaving before 5 would get me to a repair shop much faster than if I hit the worst of the traffic. 

My supervisor would not allow me to leave early because management had been too lenient about things like this in the past. She recommended taking care of my car on Saturday or Sunday. I disagreed; I wanted it addressed because I had a lot of miles to drive that weekend. I left at 5. Traffic was awful, and I barely made it home by 9:30 p.m. The "expert" never seemed to account for minutes employees spent working through lunches, getting started early or staying late to finish a task. After it was made clear to me that there was a new "no tolerance" policy for stolen time, I made certain that no time would be stolen from my lunch breaks or after my official work hours ended. My flexible salaried job was becoming more rigid, and I felt less trusted. 

I understand that flexibility is not possible in all jobs, and that some people may abuse their privileges. But I stand by the assertion that giving employees some amount of trust and flexibility will improve your bottom line more than pressuring people with rigid schedules that demotivates them. The Bank Account of Good Will goes a long way toward mutual respect and the ultimate productivity of a business.


  • JeffreyHort

    7月2日からチームの指揮を執っている、「デーブ」こと楽天の大久保博元監督代行(47)。二軍監督から急きょ、一軍を率いることになった途端、星野監督との不仲などさまざまなウワサや臆測が飛び交っている。 led ライン 25日にも星野監督が復帰するという報道もある中、「真実」はどうなのか、デーブ監督代行を直撃した。ledライト 価格 まず、改めて「監督代行の代行」に就任の経緯を聞きたい。星野監督が休養した当初は、佐藤投手コーチが務めていたわけですが……。ledライト 激安 「7月1日に安部井さん(チーム統括本部長)から『明日から、チームの指揮を執ってくれませんか』と言われた。それが最初です。そりゃ、丁寧にお断りしましたよ。とてもじゃないけど無理だと思ったから。でも、安部井さんが『これは決定事項です』と」led ライン 「通達があった日の夜にね。困ったから電話をして、これこれこうなっているんですけど、どうしたらいいんですか? と聞いた。そうしたら、オヤジ(星野監督)に『いいよ、好きにやってこい』と言われたからね。まあ、会社の決定事項には逆らえないし、監督も背中を押してくれた。それだけのことなんだよ」led ライン照明 「(ため息をついて)そんなの好きに書かせておけばいいんじゃないの? どうぞどうぞ、と。正直、どんなウワサをされても、どうでもいい話なんだよね。実際は違うんだからさ。面倒くさくて、そうした報道には付き合ってられないんだよ」ledライト 価格
    led ライン 「そんなのあるわけないじゃん。確かに三木谷オーナーのお子さんはウチ(主宰するデーブベースボールアカデミー)で教えているけど、面倒を見ているのは犬伏(稔昌=元西武)。オレがお子さんを教えたことは一回もないのに」 ledライト 価格 「プライベートの付き合いなんてあるわけないでしょ。そもそも、そのウワサを流した人のヤキモチじゃないの? 『誰かに気に入られてうらやましい』って。だったら、オマエも誰かに気に入られてみろよ、と。ホント、バカバカしいよね」ledライト 通販 「正直ね、そんなウワサは、(力を込めて)本っ当にどうでもいい話なんだよ。西武を辞める時(10年の菊池雄星に暴力を振るったとされる件)はみんなでオレをぶっ叩いておいて、楽天のコーチに就任(12年)したら、知らん顔。ledライト 激安 まあ、勝手に叩くのはいいよ。どうぞどうぞ、だよ! たかが現役で41本しかホームランを打ってない選手がこれだけ騒がれるんだから、オレも大したもんだよ(苦笑い)。むしろ名前を売ってくれてありがとう、と。でもね、オレのことはいいけど、家族や身内がいるってことは知ってほしい。そこに迷惑がかかるようなことだけはしてほしくないんだけどねえ……」

    JeffreyHort Wednesday, 23 July 2014 04:39 Comment Link
  • JeffreyHort

    ところが幸せの絶頂から、わずか半年後の07年3月。恵美子さんの胸が突如、苦しくなった。診断結果は「パニック障害」。積み重なった心労が原因だった.照明器具 通販 恵美子さんは「いなくなっちゃった方がいい」と役に立てない自らを責めた。田口氏は「彼女が治りさえすれば」と家事、03年に誕生した長男の育児もこなし、夫婦の時間を可能な限り長くした。妻への“恩返し”とばかりに献身的に支えた。照明器具 激安 夫のサポートもあり、恵美子さんは次第に笑顔を取り戻す。突然の病に襲われてから1年7カ月後の08年10月、田口氏は2度目の世界一を手にした。led照明器具 田口氏は10年に古巣・オリックス復帰。11年オフに退団。現役続行を目指したが、翌12年、契約期限の7月31日までにオファーがなく、現役引退を発表した。led 販売 今回、神戸市内の自宅で番組の取材に応じた恵美子さん。夫との二人三脚の壮絶な日々を思い返し、思わず涙を流した。田口氏が最後まで現役にこだわったため、引退試合の花道を飾れなかったことが心残りだと恵美子さんは語る。led 価格 ほかにはロッテのG.G.佐藤(35)夫妻、ソフトバンク・松中信彦(40)夫妻、ロッテ・今江敏晃(30)夫妻、元楽天・森田丈武氏(33)夫妻が登場。女優の木村佳乃(38)がメーンナレーターを務める。照明器具 激安 2020年東京五輪・パラリンピックの会場計画を見直している東京都の舛添要一知事は22日、視察に訪れた千葉市内で「千葉には素晴らしい施設がある。照明器具 通販 関係者によると、セーリング会場を移すことが検討されているという。同知事はこれまでも会場計画の見直しにあたって隣接県の既存施設の活用を視野に入れる考えを示していた。照明器具 激安 東京都中央区晴海に建てられる選手村から離れることについては「高速道路に五輪専用レーンがあれば50キロ距離があっても、時速100キロで走れば30分で着く」と話した。led 販売 安倍晋三首相が中南米訪問中の8月1日に行う日ブラジル首脳会談で、国連創設70周年となる2015年に、国連安全保障理事会の常任理事国を拡大する安保理改革の提案に向け連携する方針を、同国のルセフ大統領とともに表明することが分かった。照明器具 通販 両国は、ともに常任理事国入りを狙うドイツ、インドを加えた「4カ国グループ」(G4)の主導で常任理事国を11カ国に拡大する安保理改革案を来年中に国連に提出し、同年秋の国連総会での実現を図る構えだ。4カ国主導での改革案提出は05年以来。

    JeffreyHort Wednesday, 23 July 2014 04:39 Comment Link

Leave a comment

Make sure you enter the (*) required information where indicated. HTML code is not allowed.