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While most of the suggestions in "Tips for Motivating Personnel" (February/March 2005, pg. 20) were valuable and time-tested, I found two components contradictory and counterproductive. First, the ever-present assumption that good management material is partially determined by arriving early and working late. After over 30 years in the architectural and construction fields, mostly in management, even at the highest levels, I've found that true skill lies with those capable of achieving expectation within a normal eight-hour work day, rarely requiring overtime.
Regular overtime requirements and expectations are indicative of poor management and failure ...