Fair Warning (1976)

All right, Sam. We out of your way in just a minute. >> Hey, Tom. >> Yeah. >> Uh, I don't want to tell you how to do it, but aren't those stacked up pretty high? >> That's right. There's really a lot of room over in section two. >> Look, I know that. That's exactly what I told Jenin. >> Well, what did he say? >> For me to take care of my job and he'd take care of it. >> Well, didn't he know it wasn't safe? >> Yes, he did. >> Hey, look out. Hey, what happened? >> Well, what does it look like, Captain? >> Well, let's get it cleaned up so we can come through this aisle. We're behind schedule already today. >> Behind schedule? Is that all you can think about? Somebody could have just gotten killed here. All you're worried about is your schedule. >> Look, Tom, I know you're upset about the parts, but cool it. Start shooting off your mouth, you'll get in trouble. >> I got to shoot off my mouth to get you to listen. That's the only way you understand anything. >> Come on, Tom. Settle down. If you got something to say, we'll get together and talk. >> You better believe I got something to say. I'm going right upstairs and fill out a report. And furthermore, I quit. There goes a valuable employee. One whose skill and experience won't be easily replaced. But why? Was the accident the only reason he quit? Or was he angry about something else? Let's take a look at what led up to this accident. >> Hey, Ed, you got a minute? I got a problem, >> Tom. I got to check out a shipment. That's That's the number I got. >> Yeah, it's here. Ed, >> you can get it anytime. >> Ed, when are you going to have time to look at section one? They're all stacked up. >> Later, Tom. I got to get over to operations right away. >> Yeah, but >> Hey, Ed, look, this is the third time I've mentioned those parts to you, and I can't get any more parts into section one. >> Catch me later about this, will you? I'm busy now. There shouldn't be any doubt now about what was really bothering that employee and what really caused him to quit. Three separate times he approached his supervisor with a complaint and three separate times he was ignored. Of course, we all know now that the accident should never have happened. The foreman had fair warning in the form of a complaint, but he ignored it. To that foreman, the complaint probably seemed insignificant, just like many of the complaints and gripes a manager or supervisor hears every day. >> This paperwork is absurd. >> You'd think a guy with 30 years here would get a little more respect. I'm not putting up with this nonsense much longer. >> Can't you do something about the heat in here? >> Mr. Johnson, I've had it. This silly >> Every manager hears complaints like those. They range from meaningless gripes to significant warnings about problems on the job. Perhaps only one complaint in 10 warns of a problem you need to do something about. But the question is which one? Obviously, everyone's job would be a great deal easier if there were some sort of signal that would clearly indicate the complaints that contain warnings. >> Mr. Johnson, I've had it. This silly department paperwork is driving me nuts. >> Unfortunately, warning signs aren't usually that obvious. So, to make sure you don't miss your fair warning, you should know the three basic steps of responding to every complaint, no matter how insignificant it may seem. You probably already know what these steps are. Watch closely as this manager responds to this complaint. Mr. Johnson, I've had it. The silly department paperwork is driving me nuts. >> Okay, Vic, just calm down. Have a seat. We'll talk about this. Now, what's the problem? >> Well, it's this red tape we've been accumulating. Look here. And this and brand new form to fill out. So many papers, forms, and memos to worry about. It's hard to get anything done anymore. Well, just off hand, I don't know what I can do about it. But I'll tell you what I will do. I'll look into this thing and see if there's >> nothing about that exchange between manager and employee seems out of the ordinary. You've probably had conversations exactly like it yourself. But during that short encounter, the three basic steps for responding to a complaint were clearly demonstrated. In case you missed them, let's take another look. First, when the employee entered with a complaint, >> Johnson, I've had it. >> The manager instantly recognized the signal that danger may lie ahead. So, he stopped what he was doing and gave his full attention to the employee. >> Now, what's the problem? Next, the manager looked the employee in the eye and let him know he was giving him his full attention. >> And third, the manager listened carefully to everything the employee had to say. Stop, look, and listen. That's the way everyone should respond when they hear the signal that danger may lie ahead. So whenever an employee confronts you with a complaint, you should respond as if you hear the same signal. Take that first step for example. Here's how a manager is able to stop for a complaint that comes at the wrong time. >> But Jim, I can't use this time. >> I just can't use it. They won't accept this. I ordered four pliers. They sent me six up with those idiots in engineering. You're going to have to straighten them out >> later. Larry, what you're going to have to do is get on the phone, call Ralph, tell I'll do it myself. Don't worry about it. Okay, Larry, don't you see? I've got 16 things to do here. Don't bug me, will you? >> Okay. >> Hey, Larry. I'm sorry. I'm sorry I was so abrupt. Give me one hour. Okay. 1 hour. We'll take care of it. Okay. >> Okay. Even when you're too busy to stop immediately and give a complaint the time it needs, you can't afford to ignore it. Set aside a time later when you can stop and take up the complaint in the proper atmosphere. When you talk to the employee, remove any distractions that might prevent you from giving him that attention. Also consider that it's usually difficult for any employee to approach his boss with a complaint. So don't force him into a defensive position, one that would make him feel uncomfortable or intimidated. Instead, assume a position that will help the employee relax and permit a free exchange of ideas. Of course, an employee with a complaint deserves your complete attention. That's why it's vital that you listen carefully to what he has to say. Don't fall into the habit of only appearing to listen. Two or three of the women here feel the same way I do. We should be able to make some of the same trips the men do. After all, we've been in the department as long as they have, longer than some of them. >> Speaking of trips, I may have to be away a few days next week. Better make sure that annual report is ready for me to look at this weekend. No, better have it before that time. >> Obviously, listening means paying attention. Sometimes to spot a warning, a manager will have to do what can best be described as listening between the lines. >> Well, here goes the truck to the car. Oh, I sure hope I make it. >> Yeah, >> you know, I don't see why I can't park out in front. There's lots of space out there. >> Those are visitors parking spaces, woman. What's the matter with the employees locker? It's so far out there. And the weather's so bad. >> What What can I do about the weather? >> Is the complaint really about the weather? A good manager recognizes that a complaint that sounds petty or insignificant may camouflage an important warning sign. >> Hold on a minute, Wilma. What's bothering you? Come on, Wilma. Well, I hate to admit it, but I don't like walking out to that parking lot at night. I mean, a friend of mine was attacked not long ago, and I'm scared. A lot of other people feel the same way I do. >> Only if you take the time to stop, look, and listen carefully, asking probing questions. Will you spot the real meaning of some complaints? >> You know, you're right. I never thought about that before, but it is dark out on that lot, isn't it? Especially in winter. But even though you've recognized the problem, the complaint still isn't satisfactorily resolved. >> I agree with you. We certainly do have a problem. >> Well, >> well, what? >> Well, what are you going to do about it? >> Well, that's >> obviously your responsibility as a manager doesn't end when you stop, look, and listen to determine if a warning sign exists. There's another vital step and that is to act. You must take some form of action to resolve the complaint. And beyond that, you must let the complainer know about your actions. >> Hi, Wilma. Hey, listen. I wanted to tell you I've checked with several other people and they agree with you about the parking lot. So, I've asked security to hire another guard for the lot. Do you think that'll solve the problem? Oh, well, I was thinking about some more lights, but well, maybe hiring another security guard is a better idea after all. >> Good. >> Sometimes it's a good idea to ask the employee for suggestions on solving the problem, but there's no guarantee that the action you take will completely solve the problem. So, it's always a good practice to follow through by checking back with the employee. Well, say Wilma, I've been meaning to ask. How do you feel now that we put on that new security guard? >> Oh, better, Mr. Gorman. A whole lot better. >> That's fine. >> In some instances, then it will take some time and effort to solve the problem that's behind the complaint. Usually, however, you'll need only a few moments to act because the complaint will be nothing more than a meaningless outburst of anger or frustration. Pardon me. >> You have a car. >> Let me check. >> I'll be with you in just a moment. >> I had it. When I started this job, I never thought I'd have to work myself to death. >> It only takes a few seconds to stop, look, and listen, and be sure that a complaint is just one of the many petty or trivial gripes you'll hear every day. In that case, you can act by turning the complaint around, by reminding the employee it's unfounded and unnecessary. >> Look, Terry, you should have known it'd be like this around the holidays. I'll tell you what, just for you, next year we'll cancel Christmas. >> But never act without considering the employees sincerity. There's a right way and a wrong way. for example, to tell an employee you can do nothing to help him. >> I don't know why you wasted my time with this, Jones. Hasn't anybody ever told you about company policy? There isn't anything anybody can do about that. >> I'm sorry, Mr. Thompson. >> That's obviously not the way to respond to any sincere complaint. And even if a complaint is about a problem no one can solve, there are ways to resolve it satisfactoryy. One of these is to confront the employee directly with the facts. as you see them. >> I understand exactly what you're saying, Ed, but I have to tell you that in all honesty, there's nothing I can do. I'd like to, but I can't make you or anyone else an exception to the rule. You see, several years ago, we The action you take during the fourth and final step will vary. Sometimes you'll solve real problems. At others, you'll simply have to turn the complaint around to remind the employee that no real problem exists. And there's a right way and a wrong way to tell an employee that you can't help him. But in almost every instance, a complaint won't become a problem because you've responded to the signal that danger may be ahead. And you've taken the time to stop, look, listen, and act. That way, the employee will be satisfied that he's been given the attention he deserves. and you'll know you haven't missed your fair warning. >> Dad, >> we've got to do something else with that new shipment. We just can't stack them up. >> Sam, I got a million things to do. Now, catch me sometime when I'm not finished. On second, I guess I'm not all that busy. Now, what's the problem? >> Well, I just don't think it's safe to suck them up that high. Why?