Responsibilities as a Team Leader (TI)

This pages contains a selection of advice from The Ethics Office at Texas Instruments Corporation.

The advice is that of either TI Ethics Director Carl Skooglund or Glenn Coleman, Manager of Ethics Communication and Education. The articles were distributed among TI employees via TNEWS.

TI's policy regarding the reading of another TIer's messages

Ethical pressure points of managers and supervisors

More of the silent saboteurs

Managers' informal requests may create ethical pressures

Ethics of followership

Computer games

Ethics of followership -- Part II

Handling the rumor mill

In search of a win/win solution

Playing Favorites

My boss doesn't like me

Article Number 160: TI's policy regarding the reading of another TIer's messages

The respect of privacy is important at TI, and this extends to the normal use of the TI computer network. However, TI Information Security may monitor message traffic in the case of system abuse. I am frequently asked the following question:What is TI's policy regarding the reading of another TIer's messages?

Many of the callers make particular reference to the reading of password protected information. Our position is this. Although all of our information systems at TI are company property and, therefore, offer us the legal right of access, we do so only under very restricted self-imposed conditions. It is done only for justifiable reasons.

The privacy of TIers' personal message traffic should be respected. It is unacceptable for someone to access another TIer's messages unless that TIer has granted permission to do so. Respect for the privacy of this information goes right to the core of our relationships with one another. It reinforces personal trust and respect.

There are, however, circumstances under which we will access message systems without the knowledge or approval of the user. Examples would include such system abuses as

1. A breach of information security
2. The unauthorized accessing of messages
3. Offensive communications

Under these types of practices, TI Information Security will get involved. Their investigations may involve the monitoring of message traffic in an effort to identify the offenders.It is important for anyone who is tempted to abuse the system to understand that this is an issue that TI takes very seriously.

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Article Number 121: Ethical pressure points of managers and supervisors

In today's economy, there is pressure to get the job done faster with fewer resources. In this environment managers or supervisors can create ethical problems for TI employees. One of the toughest and most important responsibilities of the TI manager or supervisor is to continually challenge and motivate employees to perform at their best. The tools most often used to meet those responsibilities appropriately include the setting of high expectations, tight schedules and aggressive job goals along with the demand for continuous improvement. They are essential to our success. But in setting goals and deadlines, TI managers and supervisors must know how much is enough. They must guard against setting totally unrealistic targets that may tempt the employee into unethical behavior.

On one hand the manager/supervisor may press to get the job done, to get it out the door, to get end-of-the-month billings on the books. Traditionally, annual performance reviews, promotions and longevity are tied directly to meeting those goals. On the other hand, that manager/supervisor must expect the employee to do TI's business the right way, the ethical way. Behavior deemed as unethical can more than negate the rewards of high performance. In many cases, the TIer faces a tremendous problem. Good and decent people are feeling the squeeze.

Barbara Ley Toffler writes in a recent New York Times article, For many employees, being ethical is getting to be too risky -- something they can't afford any more. With rampant layoffs and no improvement in sight, it's too dangerous to say no. She goes on to say, ...now that job hunting has become the occupation of so many who until recently had good jobs and promising careers, only the morally courageous -- or the foolhardy -- risk telling the boss no.

So what is the solution to this problem? It falls squarely on the shoulders of the TI manager. First of all, the manager must work to create candor in the workplace, creating a safe atmosphere where the employee feels secure in bringing up the tough issues, where there is trust between the TIer and the manager, where there is no fear of retribution. Then the manager must ensure that the employees have the resources, training, skill and knowledge to get the job done. Finally, the employees must feel that they are empowered to have some effect on the work process and be deeply involved in the goal setting.

The pressure, the problem and the solution hold true for manager/employee relationships throughout the corporation, regardless of the manager's level. The pressure is necessary in our very competitive businesses worldwide to ensure that we succeed. However, when managers adopt this solution, the pressure for unethical business practice is significantly reduced, while trust and teamwork are greatly enhanced. And TIers are better equipped to cope with the pressure.

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Article Number 144: More of the silent saboteurs

Several months ago in one of our T NEWS Ethics Articles, we asked TIers to submit their examples of the silent saboteurs, those subtle and subversive games that people play that damage our work relationships, our productivity, job satisfaction and trust in our fellow TIers.

Here are more examples.

1. Nursing a Grievance -- Certainly problems and stress occur in our daily work activities. But how do you address them? Do you allow them to linger and cut into your relationships and your productivity or do you try to resolve them?
2. Smoke, but No Fire -- There is a vast difference between actions and productivity. Do you know those who make it a point to look busy or talk of all they are doing, yet produce little? Is time wasted in unproductive activities? Are diversions created to mask lack of progress?
3. Emergency, or Just Poor Planning -- A sign on a secretary's desk stated, Lack of Planning on Your Part Does Not Create an Emergency on My Part. Can you identify those who allow a crisis to develop before taking action? The price paid for this habit is loss of trust, support and respect.
4. Robin Hood -- Taking from the rich and giving it to the poor is admirable in the movies, but it is still theft. Taking something that belongs to TI, whether it be an item or time, with the thought that TI can afford it, is still theft. Actually, theft from TI is theft from anyone who holds stock in the company or anyone who would benefit from TI's success. And in the long term, theft impacts jobs and productivity.
5. Pushing the Limits -- I was once told that the minimum must be good enough, otherwise it wouldn't be the minimum. Do you know those who live by that code, who do the absolute minimum to get by? They know what the limits are and are always there. They track their attendance and always hit right at the minimum. They push the supervisor on their work ethic until the supervisor is forced to take action.

The cost of these activities is high...in the areas of motivation and morale, productivity, pride, and customer satisfaction, all of those areas that we want to emphasize in a highly ethical company.

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Article Number 161: Managers' informal requests may create ethical pressures

When a manager informally asks an employee to consider an action or take a look at an option, the true meaning is often obscure. Is it a request or a directive? Ethical pressures can be created. Two recent dissimilar comments from TIers have highlighted the same issue regarding what a manager really means when he or she asks an employee to "consider" an action or "take a look" at an option?

"One of my main jobs in procurement is the selection of our program's suppliers. I am satisfied with my current suppliers, some strategic and some not, and I am always evaluating them and looking for better ones. But what do I do when my program manager's boss wants me to take a look at another supplier, apparently one of his favorites that he has used a lot in the past? Do I give them any special considerations? I feel that he really wants me to send some business their way.

"I have an opening for a secretary and have initially selected the best fully qualified applicant through the JOB system. My problem is that now one of the upper TI managers is asking me to consider someone who is being declared surplus and really does not fully meet my requirements. Although this manager says that the choice is mine, I can feel that he really wants me to hire this person. I don't know what to do."

As we make our decisions in the business of TI, we know that they should be guided by what is best for TI business, what gives us the lowest total cost, what is fair, and what is best for the long term. Yet it is only human nature to want to satisfy our bosses. We face conflicting goals, and this conflict adds to the pressure to do what is ethically right. Sometimes there is no clear answer. On one hand our management expects us to pursue the lowest total cost. Nevertheless, they may make other recommendations that we feel obligated to follow.

There are several issues here, the first and most important being that we all need to work toward creating an atmosphere of candor in our workplace. Although we all have a role in this effort, it is really the responsibility of the managers and supervisors. They must establish an environment where employees are free to bring up concerns and issues such as these. They must encourage employees to ask questions and raise issues, to use the open door when appropriate and to communicate clearly and carefully, and then walk the talk.

We all tend to work toward meeting the expectations of the job. Managers must be sensitive to this fact and recognize that employees put great importance on what they believe or perceive management wants. And the higher the level of management, the greater the level of importance placed on those perceptions. It's only human nature. To varying degrees, we all tend to respond in that way. And perceptions will be reacted to as if they were real.

Managers must be very careful of the messages they send, either through suggestions and recommendations, through leadership style, through body language, and even through innuendoes and choice of words. The best approach is one of candor and forthrightness, where the employee gets the right message the first time, where the pressure of figuring out what the boss really wants does not create these problems.

In the two examples above, the TIers have only one choice. Each must return to that manager, carefully explain the problem and ask for clarification. But the problem could have and should have never occurred. Good leadership and candor in the workplace can prevent many ethical pressures, issues and concerns. Get involved.

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Article Number 172: Ethics of followership

Followership, like leadership, is essential for progress. Listed here are some of the responsibilities of followers in support of their leaders. Much has been written in this column about the ethical responsibilities and obligations of a leader, about the leader's characteristics and style, about the workplace that leader creates. The booklet "Cornerstone Five" is dedicated to this subject.

Lawrence M. Miller in his book "American Spirit, Visions of a New Corporate Culture" made the following statement: Leadership requires followership and following is an act of trust, faith in the course of the leader, and that faith can be generated only if leaders act with integrity.

Leadership can be practiced and demonstrated at any level within TI and within society. Yet not everyone in every situation is going to be the leader. There must also be those being led. So let's look at ethics from a different direction. Let's view it from the follower's perspective.

What are the ethics of followership?

1. Above all, followers should encourage leaders to be ethical, showing support for their ethical behavior. True leaders look to their followers for support, encouragement...and their energy.
2. A good follower observes the surroundings and risks and blunts distractions, allowing the leader to focus on the problem at hand.
3. Pay attention to detail. Sweat the small stuff. Do your work thoroughly. Give your leader confidence that you are looking after the details. Mutual trust, candor, and faith will grow.
4. Be truthful. Be open. Be complete. Be concise. Give the leader the complete facts.
5. Leaders do not always have all the right answers nor do they always make the right decisions. You have an obligation to make recommendations and raise concerns. You can have an impact.
6. Passive compliance is destructive. One person observed that, "A good way to assure that your leader will fail is to always do exactly what you are told, no more and no less!"
7. Be proactive. Assume responsibility. If at all possible, present solutions at the same time you alert your leader to problems and issues. Be ready with your recommendations. Napoleon would listen to anyone's problem as long as it was presented along with two possible solutions.
8. Be patient. Followers have an incredibly important role in progress. Although many ethical leaders may be slow to identify the need for good followership, if we practice the above principles our leaders cannot fail to recognize our value to the team's success.
9. Be consistent. Be predictable. The best surprise is no surprise.

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Article Number 174: Computer games

There are benefits and risks involved when TI computer equipment is used for playing computer games. Guidelines must be established by the team or by local management.

There are some issues on which we continually get questions here in the Ethics Office. The use of the TI computer for playing games is one of those. Consider these comments from TIers: Our department started the year end close process, which requires an enormous amount of individual and team work, as well as overtime, to meet the required deadlines. It is very irritating not to be able to complete a task where team effort is required, and one part of the team cannot pull their weight due to time spent playing games. This habit restricts team and individual productivity and in my opinion should be considered a form of theft.

In our department, there are times at quarter close that we have to work late and we are given comp time to offset any of that extra time. I do not think a person who is playing computer games during much of the day and is working late should be allowed comp time. I have always been under the belief that as long as I'm at TI, TI is paying me to do something productive for the company.

There are several issues to be considered here, but the most important is the problem stated clearly in these messages from TIers . . . the relationship between us and our fellow employees. Relations become strained when one feels that others are not doing their share or that they are cheating the team or the company. And the proper relationship among co-workers is what makes this a good place to work, is what keeps us as individuals and as a company competitive and productive, and is simply a large part of what makes us enjoy what we do at TI. When game-playing causes other TIers to grumble, then that is a clear signal that there is a problem that must be addressed by the team or by the management.

Many of the TI computer users are converting to the Windows environment with its built-in games. Users are properly encouraged to play the games to gain familiarity with the mouse. The question then becomes how much is enough.

There are two other issues well covered in previous T NEWS Ethics articles, but worth mentioning briefly. TI computer equipment cannot be used for gambling purposes. Also, if a TIer has a game on the computer that is not freeware, then that TIer must also possess the proper software or it must be covered by proper licensing. Otherwise, it should be removed immediately.

So what is the TI policy on playing games on TI equipment? In general, if the software is properly licensed and the games do not involve gambling, usage is controlled at the lowest possible level, either by the team or by local management. Guidelines should be established and communicated to the work groups. There are benefits to game playing, but the damage to the relationships are issues that must be faced locally and guidelines must be communicated.

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Article Number 179: Ethics of followership -- Part II

Good leadership requires good followership, and every one of us, regardless of our jobs at TI, has followership responsibilities. What are those responsibilities? Several months ago, the first in this series of articles on the ethics of followership listed some of the responsibilities of followers in support of their leaders. I asked you for other examples of followers' responsibilities, and the following list reflects your response.

1. Attitudes, energies and concentration will ebb and flow, rise and fall. That's expected and accepted, because all days are not diamonds. But dedication and commitment to the team, the project, the goal must remain strong. Try to leave your home problems at home and, likewise, your work problems at work.
2. Build a track record of dependability. Our leaders must have confidence in our ability to meet our promises and their expectations. When we fall short, review the process openly with the leader and look for ways to set reasonable goals in the future. Candor builds trust.
3. Neither leader nor follower should expect perfection in the other. A positive attitude and a long term vision will help us all over the rough spots. Be a team player.
4. Do not take constructive criticism personally. Use it to realign your goals with those of the leader. Focus on the spirit and the meaning of the criticism, not on the words or the event.
5. Being organized and focused is absolutely essential. They help keep our leader the same way. But at the same time we must remain flexible and responsive to changes in goals and methods. Organization and flexibility, staying focused and staying responsive are not opposites.
6. A good follower asks a lot of questions. Questions provide information and clarification to other followers, grease the wheels of open communications, encourage candor, and give feedback to the leader.

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Article Number 259: Handling the rumor mill

Malicious rumors and gossip attack the spirit of the individual and attempt to divide us into groups. There is no place for them in the ethical workplace at TI. One activity that we all participate in, most, hopefully, to a lesser extent than others, is the spreading of rumors. It is only natural for us to communicate with our co-workers. I cannot imagine a worse workplace scenario than one where we were not allowed to or chose not to talk with our co-workers. And our perceptions of reality, the truth as we see it, is always a natural topic. But how far do we go when it comes to spreading the truths that we hear from co-workers? How much effort do we put into ensuring the accuracy of the stories we pass along? And do we tend to embellish them or exaggerate them in a hurtful manner toward other?

As one TIer asked in a message to the Ethics Office: How do I deal with an individual who habitually spreads malicious rumors about co-workers? These rumors are very hurtful and distract from work responsibilities. Co-workers fear sounding petty if they complain to the supervisor.

When this question was presented in this column several weeks ago, many responded with a very proactive answer...and this is good.

Here are a few of your answers:

1. Tell the person spreading the rumors that you prefer not to participate in the rumor mill. Also make sure that you don't spread rumors. If enough of us do this, it stops.
2. This individual needs to be dealt with directly. Let the person know you don't care to hear. If more of us would do this, rumors would cease.
3. An individual who spreads malicious rumors has to have someone listen before they can spread the rumors. If you cut this person off by switching the subject or saying you are busy or simply say you do not want to discuss this subject, they can't spread the gossip.
4. From those who choose to be less proactive, less involved, came the recommendations to involve the supervisor: Any supervisor worth his or her salt would welcome the input that one of their people is being a disruptive influence.
5. Malicious rumors would never be considered petty. If you have first-hand knowledge of its organization, then use whatever means necessary to stop the process. Your immediate supervisor or HR should be able to help.
6. And some took opposition to involving the supervisor: Why go tattling to the supervisor; you will just irritate him/her?
7. I think supervisor involvement is less effective than co-worker signs of disapproval.
8. Complaining to the supervisor would be the last action to take because we are all adults, aren't we? So we should act in an adult way and try first to solve our problems by ourselves.

And others suggested involving group or team members to stop the rumor spreading

Here are some guidelines to follow that will help stop the rumor mill

1. When you pass information, casually or not, do so in a manner that ensures that the message heard by those listening is as accurate as possible. Avoid insinuations, quibbling, and half-truths.
2. If you are not sure of the information's accuracy, don't repeat it.
3. If it is a case of obvious rumor spreading or malicious gossiping, try to stop it in an appropriate manner such as interrupting the speaker and questioning the source of information. Let it be known that you do not approve of such activity.
4. Seek help from co-workers, team members, supervisor, manager or Human Resources - whatever is appropriate to stop the rumor mill.

Malicious rumors and gossip attack the spirit of the individual and attempt to divide us into groups. The ethical workplace that we strive to build at TI is based on trust, honesty, candor, and teamwork and has no place for the malicious games that people play.

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Article Number 281: In search of a win/win solution

Each time we create a winner, we might also be creating a loser. In many situations, this creates unintentional and unproductive damage to our relationships. In many situations of life, our objective is to emerge as the winner. But the bittersweet consequence is that each time we create a winner, we may also create a loser. We intentionally divide groups into winners and losers. Take the World Cup Soccer competition, for example. In a very lengthy and competitive process, the loser group grows larger while the winner group finally decreases to only one team, the champions.

While this process is very appropriate for so much that goes on in our lives, it might be destructive to many of our business relationships. In a more global view, it may work against our long term business goals to seek the absolute win if one of our business partners, perhaps a customer or a supplier, must be the loser.

In our individual business relationships with our co-workers or team members, the same principle is true. Each time we create a winner, we may be creating losers. Perhaps it is appropriate in some circumstances, but we must continue to show respect for and protect the dignity of all team members and business associates. Failure to do so can result in damaged relationships that will inhibit our ability to work together in the future.

The loss of face is more critical in some cultures than in others. But it always carries a negative impact. It might show itself in one's attendance or productivity. It might appear in how that person interacts with the team. It may be a silent cancer that eats away at the relationship where the employee chooses to resign or the customer or supplier simply chooses to take their business elsewhere.

The key words are reflected in our TI Commitment, which states, We will create an environment where people are valued as individuals and treated with respect and dignity, fairness and equality. If we truly subscribe to this, we will instinctively work toward that solution where all stakeholders are considered and treated fairly, where everyone involved can walk away somewhat a winner, their dignity intact, and ready and able to pursue enhanced business relationships.

Common advice to aid the search for a win/win solution

1. Praise in public; criticize in private.
2. Treat others in a manner that you would want to be treated yourself. (Golden Rule)
3. Avoid having your ego so close to your position that when your position falls, your ego goes with it. (Colin Powell)

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Article Number 295: Playing Favorites

Displays of favoritism, or even its perception, can destroy relationships, initiative and trust. We must always be alert to its presence and suppress it. We recently received the following message in the Ethics office: Is it proper for a supervisor to become close friends with his employee? I suspect favoritism. My supervisor appears to be playing favorites. There are a couple of employees that he eats lunch with everyday. These employees seem to get more information about what is going on. I get the feeling that because they have become close with the supervisor, less is required of them.

It is important that each of us has a relationship with our supervisor or manager that is built on trust, candor, and fairness. Unfortunately, that is not always the case. Some supervisors have compromised their authority and the respect they could command by allowing favoritism -- real or perceived.

It is natural for a supervisor or manager to trust, respect, and depend upon one employee more than another -- a result of experience, common interests, goals or backgrounds, or simply the longevity of their successful relationship. However, each of us, regardless of our position within TI, is expected to work to create an environment where people are valued as individuals and treated with respect and dignity, fairness and equality. That leaves no room for displays of favoritism.

I am reminded of a story that a TIer told me of an experience he had while in military service years earlier. His combat unit worked hard and played harder. And their commander was at every event -- every party, every baseball game. Any time his unit socialized, "the old man" was there, but he was always the first one to leave. He did enjoy the camaraderie, but he understood his position of being boss. He knew that he was different, that he was not "one of the boys," even if he had preferred to be. It was to his benefit (and to his unit's) to be close, but not too close. He needed to be approachable and trusted, but he also needed to remain at a distance. After all, he was the one responsible for duty assignments, recognition, promotion, and reward, and for the discipline.

Favoritism is insidious. It creeps into the workplace and shows itself when we least expect it. It destroys relationships and trusts. It feeds on our initiative. It lives in the shadows and is often perceived by some and not others, even when it is not real. We must always be alert to its presence and suppress it.

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Article Number 300: My boss doesn't like me

Consider the pain of being in a job where you think the boss doesn't like you. What can you do? One of the saddest calls we receive in the Ethics Office is from that TIer who feels that permanent damage has been done to their relationship with the supervisor or manager. Sometimes it takes the form of a failure to receive an expected or promised promotion or raise. Sometimes it centers around not being treated fairly. Maybe it deals with perceived favoritism. It can take on many forms, but the central message and perception is that the boss just doesn't like the TIer. And the individual feels trapped, not being able to move up or even having someone to talk with about it.

Consider the pressure that this TIer must feel. How could this individual feel valued? How could this TIer feel respect and respected? How could personal and professional and professional goals ever be reached? Enthusiasm and spirit die along with candor and trust.

When this TIer calls on us for help, we try to communicate these recommendations and message

1. It is our objective to create an environment where people are valued as individuals.
2. For whatever reason you are now in this situation, you may not perceive that this is the case. But it is important to understand that you are a key to the solution. It is through your actions and involvement that you will improve your conditions.
3. First of all, determine whether this is reality or just your perception. And the best way to determine this is from a conversation with your boss. If it is at all possible, tell your boss how you are feeling and ask for comments. This can be a challenge to many of us, but many have tried and met with excellent results.
4. Then try to determine if perhaps you are actually part of the problem. This may be difficult for some of us to admit. Maybe you are contributing to the breakdown in the relationship. Be honest with yourself. Ask your co-workers how they see it. Don't just ask your friends who might be too ready to agree with you, but ask others whom you trust to give you an honest opinion.
5. Schedule a discussion on these feelings and issues with your HR Administrator at your site's Human Resources office. If appropriate, invite your boss.

It is imperative to get these feelings out and deal with them. If you don't, they will tend to fester and grow. Talk with your co-workers, your management, HR, or the TI Ethics Office. But remember, you are a key to the solution. Nobody is closer to the situation and has more to win or to lose.

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