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I've never been one for formalities. I've even been known at times to wear Road Runner socks with my
suits. It keeps me from taking myself too seriously. Two years ago, I was roped into helping organize a black-tie
affair for a local business organization on Long Island, N.Y., where I live. I wasn't too pleased about spending $1,000
just to be a part of this event (tux, ticket, and an ad I had to buy). I had a fantasy of giving my tux and ticket to
the first homeless guy I saw and telling him to have a great time on me.
I've imbued my staffing business with that informal spirit, which worked fine until recently. It
pains me to say this, but I know I'm going to have to become more buttoned down now that the company is growing so
fast.
It first dawned on me that I had to change my ways when Andy, my operations guy, started working for
me. His first week on the job, he took a look at the casual way I handled the arrival of my payroll and took me aside.
The checks usually come in a pouch from the company that processes them for me, and if I wasn't around, an employee
would open it and disburse the checks. Andy didn't freak out. He calmly said, "Hey, George. I don't think it's a good
idea for payroll to go to just anyone when you're not here. You're growing now. You have more people working for you."
After all, what's in people's checks shouldn't be common knowledge.
That's about as low-key a wake-up call as you can get. It made me realize, though, how casual I was
about so many things. I'd leave employee records, profit-and-loss statements, all kinds of confidential documents in
unlocked file cabinets. Now, I keep that stuff locked away.
I now realize how many serious errors I've almost made in the last five years. Fortunately, I get
good advice from my lawyer and accountant (their fees are worth every dime), and I'm terrified of screwing up, so I
always make sure every "t" is crossed. I've had to come to grips with the legal ramifications of employing people. I'm
more careful about things I say and about telling employees I'll do something for them — like granting a raise or
promotion without putting it on paper. I'm in the staffing business, so you'd think I'd have all this down pat. I
suspect, though, that you never really do until you look around the office and realize the company isn't just you
anymore. That's when what seemed like a bureaucratic hassle — contracts, written evaluations, written policies —
starts to make sense.
That startup camaraderie can turn cold very quickly when you and a trusted lieutenant have a
different recollection of when she was to get a big slug of options or a desperately needed vacation. Something like
that happened with one of the first people I hired. She asked me for a raise, saying I'd promised it to her.
Truthfully, I couldn't remember what we had discussed. If we'd had it on paper — or if I had had some kind of policy,
we wouldn't have had one of those conversations: "But, you said..." and "No, I'm quite sure...I would never say..."
etc.
Here's what would really gum up the fast-moving works at my "little" company (revenues have grown
500% since I started) — a lawsuit over labor issues. Expensive, divisive, depressing. I guess I'm growing up. Well,
gotta go. I've got an employee manual to write.
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George Giokas is the president and CEO of StaffWriters Plus, a specialty agency that places writers in
temporary and permanent positions with corporate and other employers. It also provides editorial consulting work.
His database includes 2,500 writers and editors specializing in more than 60 categories. His Web site is located at www.staffwriters.com, and you can E-mail him at
george@staffwriters.com.
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