COTW - Secure The Job You Want & Excel

An increasing number of major organizations are issuing formal policies on “fraternization”, some prohibiting it entirely and others specifying when it is permissible. All of these policies, however, prohibit romantic relationships between managers and their subordinates, and most of them bar such relationships between employees within the same work group or TEAM. Consensual work romances between employees are usually permitted when neither partner reports to the other but most organizations frown on romances involving senior executives and lower level employees.

Do not jump into any kind of work romance without considering all of the consequences beforehand. Assume the worst outcomes and ask yourself if you are prepared to accept them. For example, how will a breakup of the relationship affect your position at the organization?
Never get romantically involved with your supervisor or a subordinate. Also, do not let yourself become drawn into an affair with a colleague within your work group.
If you do engage in a so-called permissible work romance, be discreet and establish clear boundaries with your partner in terms of how the two of you conduct yourselves on the job. Do not indulge in any affectionate behavior at work. Keep your behavior professional at all times when you are on the job. Do not permit your romance to adversely affect your job performance.
Before you marry someone from the same organization, make sure you are familiar with that person’s non-work personality and character. Also, seek prior mutual agreement that your marriage together is going to come first before anything to do with work.
Avoid any situations where either of you in the relationship could be accused of demonstrating favoritism at work toward the other.
Rein in your flirting at work. It is too easy for flirting to be misinterpreted as encouraging someone to go further.
Do not discuss your work romance with other colleagues at your organization, including after the relationship has ended.
Do not use your organization’s e-mail system to conduct your romance. Your e-mails may be monitored even if you are unaware of it.


Meet Steele Curry - the author of these Guides Other stuff to know FAQ’s Contact Steele Thanks for your help Download PDF Guides	SECURE THE JOB YOU WANT & EXCEL chapter 31 work romances << PREVIOUS CHAPTER < BACK PAGE FORWARD > NEXT CHAPTER >> Engaging in a romance at work or the office is definitely a minefield that can result in termination, transfers or divorce. CEO’s at major companies have been fired by their board of directors for having an affair with an employee. Work romances happen frequently but often end badly. An increasing number of major organizations are issuing formal policies on “fraternization”, some prohibiting it entirely and others specifying when it is permissible. All of these policies, however, prohibit romantic relationships between managers and their subordinates, and most of them bar such relationships between employees within the same work group or TEAM. Consensual work romances between employees are usually permitted when neither partner reports to the other but most organizations frown on romances involving senior executives and lower level employees. Sue Shellenbarger, a columnist on balancing work and life issues at the Wall Street Journal, has written a number of excellent articles on employee affairs. Her advice includes: Do not jump into any kind of work romance without considering all of the consequences beforehand. Assume the worst outcomes and ask yourself if you are prepared to accept them. For example, how will a breakup of the relationship affect your position at the organization? Never get romantically involved with your supervisor or a subordinate. Also, do not let yourself become drawn into an affair with a colleague within your work group. If you do engage in a so-called permissible work romance, be discreet and establish clear boundaries with your partner in terms of how the two of you conduct yourselves on the job. Do not indulge in any affectionate behavior at work. Keep your behavior professional at all times when you are on the job. Do not permit your romance to adversely affect your job performance. Before you marry someone from the same organization, make sure you are familiar with that person’s non-work personality and character. Also, seek prior mutual agreement that your marriage together is going to come first before anything to do with work. Avoid any situations where either of you in the relationship could be accused of demonstrating favoritism at work toward the other. Rein in your flirting at work. It is too easy for flirting to be misinterpreted as encouraging someone to go further. Do not discuss your work romance with other colleagues at your organization, including after the relationship has ended. Do not use your organization’s e-mail system to conduct your romance. Your e-mails may be monitored even if you are unaware of it. Finally, before you become involved in any work romance, ask yourself, “Does my career really need this? Can I really justify all the risks?” When in doubt, opt out before it gets started. And remember, one-night stands always alter work relationships and not for the better. << PREVIOUS CHAPTER < BACK PAGE FORWARD > NEXT CHAPTER >>	CONTENTS Introduction PART ONE — INTRO Securing the Right Job Get Started Doing a Personal Inventory Personal Worksheets Lifelong Network The Best Opportunities Serious Research Required Online Job Searches What to Avoid Your Résumé Getting Your Résumé Noticed Résumé Format and Content Other Recommendations Making Contact The Covering Letter Preparing for the Job Interview Having a Successful Interview The Start Interview Questions and Answers Dealing With Compensation Issues The End of the Interview Phone Interviews After the Interview Your Follow-up Assessing the Interview References The Job Decision Internships Other Resources TOP OF PAGE PART TWO — INTRO Doing Your Job Effectively Your Work Philosophy The Start The First 30 Days The Next 60 Days After Three Months Getting Results Results Blockers Results Boosters Making Decisions Handling Stress Stress Makers Stress Busters Dealing With a “Bad Boss” Imperatives for Success The Role of Luck Humility TOP OF PAGE PART THREE — INTRO Supervising with Confidence Prepare Yourself First Steps Hiring Using a Hiring Committee Finding the Right Candidates The Interview Checking References The Right Start for New Hires Motivating Achieving Top Performance Goals and Objectives Build on Strengths Demonstrating Leadership Delegating / Empowering Performance Reviews Major Challenges / Task Forces Firing Addressing Poor Performance The Termination Meeting Resignations Exit Interviews Need for Balance TOP OF PAGE PART FOUR — INTRO Handling Other Work Issues Asking for a Raise Reasons for a Raise Influencing Factors Timing Preparation Negotiations The Company Party Work Romances Sexual Harrassment Resigning The Best Business Books Conclusion Appendix 1. Personal Worksheet Sample Appendix 2. Résumé Sample Appendix 3. Covering Letter Sample Acknowledgments About the Author TOP OF PAGE
	TOP OF PAGE

Privacy	© Copyright 2023 Steele Curry. All rights reserved.	Contact us