STRATEGY

As a manager, you're no doubt aware that the easiest way to earn a reputation as a bad guy is to say “no” to a direct report without being able to give them a good, solid reason for your refusal. But if you can legitimately back up your rejection, you've a chance of coming across as a human being while still maintaining managerial control of the office. When a valued, hardworking employee has already used up all their sick/personal time, you must be clear in your own mind as to what you and the company consider legitimate reasons for additional time off. For example: time off for a doctor's appointment or having to close on a home purchase might be acceptable—both events must be scheduled during business hours and are important. On the other hand, time off for sports events or taking a son to look at a college shouldn't be acceptable—since these are activities that can easily be taken care of on the weekend and aren't essential. If your direct report's request is legitimate, the only reason you can give for turning them down is that their timing is bad: things are simply too busy at work for you to let them have that day off…at least not without compensation time. If you feel their request is unacceptable, your tack will be to invoke precedent, as in, “If I let you have the day off to go to the Monster Truck Rally, before you know it I'll have everyone coming in here asking for days off.” Just remember: Whatever your personal feelings about the employee and their request, the language of your refusal must pertain to business, period.

TACTICS

• Attitude: While your first instinct might be annoyance, try to keep an open mind and be fair. Let them state their case and then decide accordingly.
• Preparation: Though each request for time off must be handled individually, you can expedite the process greatly by knowing what the company considers valid reasons for time off and reasons that are beyond the pale.
• Timing: Unfortunately, this is one request you're likely to be blind‐sided by: one minute you're sitting in your office working, the next you've got an individual poking their head around the door asking if they can have a word with you. If you can handle it there and then, great. But if you can't, ask them to stop by after work, or set up an appointment for the following day when they might speak to you in your office. If they corner you in the hallway, do the same.
• Behavior: Be polite, attentive, and sympathetic. Stop what you're doing when they make their case and maintain eye contact. Don't interrupt. You're their boss, not the Grand Inquisitor, so avoid playing 20 questions. Whatever your personal feelings about the request, don't roll your eyes, sigh heavily, or chuckle. No one likes to be belittled.

ADAPTATIONS

This script can be modified to:

• Deal with a child seeking release from an obligation.

KEY POINTS

• Before a conversation even takes place, have a clear sense of what the company considers legitimate as well as unacceptable reasons for time off.
• If the request is legitimate, but the timing is poor, simply tell them they can't have the time because they're needed at work.
• If the request is unacceptable, tell them you can't give them the time for that kind of reason and say it would set an unwanted company precedent.
• Be fair and open‐minded about suggestions for compensation time.