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Ecmweb 25371 Angry Construction Worker Arenacreative Istock Getty Images Plus 92017659
Ecmweb 25371 Angry Construction Worker Arenacreative Istock Getty Images Plus 92017659
Ecmweb 25371 Angry Construction Worker Arenacreative Istock Getty Images Plus 92017659
Ecmweb 25371 Angry Construction Worker Arenacreative Istock Getty Images Plus 92017659

Safety Under Pressure

Aug. 16, 2019
Dealing with a plant manager who is a bully

You’ve been working at your plant for a few years, and you really liked the plant manager. Unfortunately, she left to take a job with another company. More unfortunately, the guy who replaced her is a terror. He not only lacks people skills, but he also seems not to like people.

You learned he had an impressive track record at the last two plants where he worked. At the first one, he was a production superintendent; at the second one, he served as the plant manager. Apparently, he really boosted the numbers. What corporate management apparently didn’t understand was how he boosted those numbers.

Since he came on board four months ago, you’ve seen several people fired. He bullies salaried people into putting in excessive hours, and he constantly talks about “doing more with less.” You’ve seen his pie charts and bar graphs at meetings, and they make it look like he’s the best plant manager this plant ever had. The numbers are up — way up.

After four months, you’ve concluded his behavior isn’t just “new job jitters.” It’s not going to pass. Based on the number of people he’s fired, you realize you can’t just ignore his pushy demands until he settles down.

Now he’s set his sights on “the costly, inefficient maintenance department.” While people are performing a repair or a PM, he berates them for being slow and tells them they’ll be fired if they don’t “get with the program.”

Today, he issued a decree that the job briefings can no longer take place because “if you don’t know how to do the job, then I’ll replace you with someone who does.”

You’re about to start a new work order. One of your crew members asked, “Should we skip the job briefing just this one time, or go ahead with it?”

The answer to that question is the plant manager has overstepped his bounds. NFPA 70E requires a job briefing. Both OSHA and the courts expect compliance with NFPA 70E. Don’t skip the job briefing.

It’s time to have a talk with your HR manager. You have a hostile work environment to discuss, and this safety issue must be brought into the conversation.

About the Author

Mark Lamendola

Mark is an expert in maintenance management, having racked up an impressive track record during his time working in the field. He also has extensive knowledge of, and practical expertise with, the National Electrical Code (NEC). Through his consulting business, he provides articles and training materials on electrical topics, specializing in making difficult subjects easy to understand and focusing on the practical aspects of electrical work.

Prior to starting his own business, Mark served as the Technical Editor on EC&M for six years, worked three years in nuclear maintenance, six years as a contract project engineer/project manager, three years as a systems engineer, and three years in plant maintenance management.

Mark earned an AAS degree from Rock Valley College, a BSEET from Columbia Pacific University, and an MBA from Lake Erie College. He’s also completed several related certifications over the years and even was formerly licensed as a Master Electrician. He is a Senior Member of the IEEE and past Chairman of the Kansas City Chapters of both the IEEE and the IEEE Computer Society. Mark also served as the program director for, a board member of, and webmaster of, the Midwest Chapter of the 7x24 Exchange. He has also held memberships with the following organizations: NETA, NFPA, International Association of Webmasters, and Institute of Certified Professional Managers.

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