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Do We See The Depth... of Our Decisions.....?

By Sid Chadwick, Chadwick Consulting, Inc. – 05/20/2022 Published in American Printer

"I would say to the House, as I said to those who have joined this government: 'I have nothing to offer but blood, toil, tears, and sweat.' We have before us an ordeal of the most grievous kind. We have before us many, many long months of struggle and of suffering. You ask, what is our policy? I can say: It is to wage war, by sea, by land, and air, with all our might and with all the strength that God can give us; to wage war against a monstrous tyranny, never surpassed in the dark, lamentable catalogue of human crime."…………….Winston Churchill, Before Parliament, on his 3rd Day as Prime Minister, The Writer’s Almanac, May 13, 2022, (This speech took place May 13, 1940)


We are slowly recognizing that we are caught in a tangle of evil - that must be discerned, and overcome.

Few of us know the depth of benefits we enjoy – from sacrifices by those who have gone before us.

More recently, earlier decisions from our leaders, designed to avoid tough decisions, did not deter our adversaries, but rather emboldened them to pursue their ambitions.

Today, we have representatives in our midst, who do not appear to be able to turn, face - and “hold the line”.

Our great industry is experiencing loss and turnover of skilled personnel, to self-destructive levels.

Yesterday, on a Plant Managers’ Peer Group Conference Call, I asked, “Do any of you have in your Personnel Manuals, instructions for employees of all ranks, on ‘How, If Necessary, To Properly Leave Your Organization’…?

Not one organization attending that Conference Call - had instructions or issues to consider.

Our Discussion Included – if you care, responsibly about your fellow employees, and the organization that has employed and trained you, your Personnel Manual should ask you to consider:

  1. Discussing with your Supervisor your situation, and can some reconciliation be worked out for you to: (a) stay, or (b) stay to train your replacement(s).

  2. Listing your duties, responsibilities, and activities – that on your leaving, must subsequently be covered.

  3. What information or skills, are you the only one who knows – or – Who are your backup personnel – with that knowledge…?

  4. After leaving, are you available to train another fellow employee – in the evening or weekends…or for part-time weekend work? (During a recent hospital stay, most of my nurses were “contract workers” – from other parts of the U.S or even other countries.)

  5. How much time can you provide your employer, and fellow employees, to find replacements, before you leave? (A future employer who is not considerate of the employer you are leaving, should probably be reconsidered.)


Many of our organizations are like large, invisible communities, with tentacles that stretch far beyond our everyday communities.

Wanzie Collins, CEO of Panaprint, had a valued Bindery employee recently tell him he was needing to move to Orlando, to assist in caring for a family member. He wanted Wanzie to have adequate “Notice”, though there were no instructions in Panaprint’s Personnel Policy Manual. Wanzie asked if he would need a job in Orlando, which he did. Wanzie immediately called three Printers in the Orlando metro area, and all three offered Panaprint’s current employee – a job, just on Wanzie’s endorsement.

Our Personnel Manuals should provide proper and helpful guidance, though every situation is a little different. Today, most Personnel Manuals - provide little guidance.

Whether we leave an employer responsibly, or not so responsibly, that word follows us.

And our Personnel Manuals are but a beginning point to create a much needed stability and respect - for the loss of valuable employees - and their employers.

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