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+---
+subtitle: |
+    []{#_5jsyj5ouzsfk .anchor}With Revisions and Additions,
+
+    []{#_8y1o0ndaw45j .anchor}by James G. Skakoon, and original by W.J. King
+title: '[]{#_7migqitdf175 .anchor}The Unwritten Laws of Engineering'
+---
+
+> [[What the Beginner Needs to Learn at Once]{.underline}]
+>
+> [[In Relation to the Work]{.underline}]
+>
+> [[However menial and trivial your early assignments may appear, give
+> them your best efforts.]{.underline}]
+>
+> [[Demonstrate the ability to get things done.]{.underline}]
+>
+> [[In carrying out a project, do not wait passively for anyone \--
+> suppliers, sales people, colleagues, supervisors \-- to make good on
+> their delivery promises; go after them and keep relentlessly after
+> them.]{.underline}]
+>
+> [[Confirm your instructions and the other person\'s commitments in
+> writing.]{.underline}]
+>
+> [[When sent out on a business trip of any kind, prepare for it,
+> execute the business trip to completion, and follow up after you
+> return.]{.underline}]
+>
+> [[Develop a \"Let\'s go see!\" attitude.]{.underline}]
+>
+> [[Avoid the very appearance of vacillating.]{.underline}]
+>
+> [[Don\'t be timid \-- speak up \-- express yourself and promote your
+> ideas.]{.underline}]
+>
+> [[Strive for conciseness and clarity in oral or written
+> reports.]{.underline}]
+>
+> [[Be extremely careful of the accuracy of your
+> statements.]{.underline}]
+>
+> [[In Relation to your Supervisor]{.underline}]
+>
+> [[Every manager must know what goes on in his or her
+> domain.]{.underline}]
+>
+> [[One of the first things you owe your supervisor is to keep him or
+> her informed of all significant developments.]{.underline}]
+>
+> [[Do not overlook the steadfast truth that your direct supervisor is
+> your \"boss.\"]{.underline}]
+>
+> [[Be as particular as you can in the selection of your
+> supervisor.]{.underline}]
+>
+> [[Whatever your supervisor wants done takes top
+> priority.]{.underline}]
+>
+> [[Whenever you are asked by your supervisor to do something, you are
+> expected to do exactly that.]{.underline}]
+>
+> [[Do not be too anxious to defer to or embrace your manager\'s
+> instructions.]{.underline}]
+>
+> [[Regarding Relations with Colleagues and Outsiders]{.underline}]
+>
+> [[Never invade the domain of any other department without the
+> knowledge and consent of the manager in charge.]{.underline}]
+>
+> [[In all transactions be careful to \"deal in\" everyone who has a
+> right to be in.]{.underline}]
+>
+> [[Cultivate the habit of seeking other peoples\' opinion and
+> recommendations.]{.underline}]
+>
+> [[Promises, schedules, and estimates are necessary and important
+> instruments in a well-ordered business.]{.underline}]
+>
+> [[When you are dissatisfied with the service of another department,
+> make your complaint to the individual most directly responsible for
+> the function involved.]{.underline}]
+>
+> [[In dealing with customers and outsiders, remember that you represent
+> the company, ostensibly with full responsibility and
+> authority.]{.underline}]
+>
+> [[Relating Chiefly to Engineering Managers]{.underline}]
+>
+> [[Individual Behavior and Technique]{.underline}]
+>
+> [[Every manager must know what goes on in his or her
+> domain.]{.underline}][1]
+>
+> [[Do not try to do it all yourself.]{.underline}]
+>
+> [[Put first things first in applying yourself to your
+> job.]{.underline}]
+>
+> [[Cultivate the habit of \"boiling matters down\" to their simplest
+> terms.]{.underline}]
+>
+> [[Do not get excited in engineering emergencies \-- keep your feet on
+> the ground.]{.underline}]
+>
+> [[Engineering meetings should neither be too large nor too
+> small.]{.underline}]
+>
+> [[Cultivate the habit of making brisk, clean-cut
+> decisions.]{.underline}]
+>
+> [[Do not overlook the value of suitable \"preparation\" before
+> announcing a major decision or policy.]{.underline}]
+>
+> [[Managing Design and Development Projects]{.underline}]
+>
+> [[Learn project management skills and techniques, then apply them to
+> the activities that you manage.]{.underline}]
+>
+> [[Plan your development work far enough ahead of production so as to
+> meet schedules without a wild last-minute rush.]{.underline}]
+>
+> [[Beware of seeking too much comfort in planning your engineering
+> programs.]{.underline}]
+>
+> [[Be content to \"freeze\" a new design when the development has
+> progressed far enough.]{.underline}]
+>
+> [[Constantly review projects to make certain that actual benefits are
+> in line with costs in money, time, and human resources.]{.underline}]
+>
+> [[Make it a rule to require, and submit, regular periodic progress
+> reports, as well as final reports on completed projects.]{.underline}]
+>
+> [[On Organizational Structures]{.underline}]
+>
+> [[Make sure that everyone has been assigned definite positions and
+> responsibilities within the organization.]{.underline}]
+>
+> [[Make sure that everyone has the authority they need to execute their
+> jobs and meet their responsibilities.]{.underline}]
+>
+> [[Make sure that all activities and all individuals are supervised by
+> someone competent in the subject matter involved.]{.underline}]
+>
+> [[What all Managers owe their Employees]{.underline}]
+>
+> [[Never misrepresent a subordinate\'s performance during performance
+> appraisals.]{.underline}]
+>
+> [[Make it unquestionably clear what is expected of
+> employees.]{.underline}]
+>
+> [[Promote the personal and professional interests of your employees on
+> all occasions.]{.underline}]
+>
+> [[Do not hang on to employees too selfishly when they are offered a
+> better opportunity elsewhere.]{.underline}]
+>
+> [[Do not short-circuit or override your subordinates if you can
+> possibly avoid it.]{.underline}]
+>
+> [[You owe it to your subordinates to keep them properly
+> informed.]{.underline}]
+>
+> [[Do not criticize a subordinate in front of others, especially his or
+> her own subordinates.]{.underline}]
+>
+> [[Show an interest in what your employees are doing.]{.underline}]
+>
+> [[Never miss a chance to commend or reward subordinates for a job well
+> done.]{.underline}]
+>
+> [[Always accept full responsibility for your group and the individuals
+> in it.]{.underline}]
+>
+> [[Do all you can to see that your subordinates get all of the salary
+> to which they are entitled.]{.underline}]
+>
+> [[Do all you can to protect the personal interest of your subordinates
+> and their families.]{.underline}]
+>
+> [[Professional and Personal Considerations]{.underline}]
+>
+> [[Laws of Character and Personality]{.underline}]
+>
+> [[One of the most valuable personal traits is the ability to get along
+> with all kinds of people.]{.underline}]
+>
+> [[Do not be too affable.]{.underline}]
+>
+> [[Regard your personal integrity as one of your most important
+> assets.]{.underline}]
+>
+> [[Never underestimate the extent of your professional responsibility
+> and personal liability.]{.underline}]
+>
+> [[Let ethical behavior govern your actions and those of your
+> company.]{.underline}]
+>
+> [[Regarding Behavior in the Workplace]{.underline}]
+>
+> [[Be aware of the effect that your personal appearance has on others
+> and, in turn, you.]{.underline}]
+>
+> [[Refrain from using profanity in the workplace.]{.underline}]
+>
+> [[Take it upon yourself to learn what constitutes harassment and
+> discrimination \-- racial, ethnic, sexual, religious \-- and tolerate
+> it not at all in yourself, your colleagues, your subordinates, or your
+> company.]{.underline}]
+>
+> [[Beware of what you commit to writing and of who will read
+> it.]{.underline}]
+>
+> [[Beware of using your employer\'s resources for personal purposes. It
+> may be considered suspicious at best, and larcenous at
+> worst.]{.underline}]
+>
+> [[Regarding Career and Personal Development]{.underline}]
+>
+> [[Maintain your employability as well as that of your
+> subordinates.]{.underline}]
+>
+> [[Analyze yourself and your subordinates.]{.underline}]
+>
+> [[Conclusion]{.underline}]
+>
+> [[Representative Professional Code of Ethics]{.underline}]
+
+What the Beginner Needs to Learn at Once
+========================================
+
+In Relation to the Work
+-----------------------
+
+### However menial and trivial your early assignments may appear, give them your best efforts.
+
+Many young engineers feel that the minor chores of a technical project
+are beneath their dignity and unworthy of their college training. They
+expect to prove their truth worth in some major, vital enterprise.
+Actually, the spirit and effectiveness with which you tackle your first
+humble tasks will very likely be carefully watched and may affect your
+entire career.
+
+Occasionally you may worry unduly about where your job is going to get
+you \-- whether it is sufficiently strategic or significant. Of course
+there are pertinent considerations and you would do well to take some
+stock of them. But by and large, it is fundamentally true that if you
+take care of your present job well, the future will take care of itself.
+This is particularly so within large corporations, which constantly
+search for competent people to move into more responsible positions.
+Success depends so largely upon personality, native ability, and
+vigorous, intelligent prosecution of any job that it is no exaggeration
+to say that your ultimate chances are much better if you do a good job
+on some minor detail than if you do a mediocre job as a project leader.
+Furthermore, it is also true that if you do not first make a good
+showing on your present job you are not likely to be given the
+opportunity to try something else more to your liking.
+
+### Demonstrate the ability to get things done.
+
+This is a quality that may be achieved by various means under different
+circumstances. Specific aspects will be elaborated in some of the
+succeeding paragraphs. It can probably be reduced, however, to a
+combination of three characteristics:
+
+-   initiative, which is expressed in energy to start things and
+    > aggressiveness to keep them moving briskly,
+
+-   resourcefulness or ingenuity, i.e., the faculty for finding ways to
+    > accomplish the desired result, and
+
+-   persistence (tenacity), which is the disposition to persevere in
+    > spite of the difficulties, discouragement, or indifference.
+
+This last quality is sometimes lacking in the make-up of brilliant
+engineers to such an extent that their effectiveness is greatly reduced.
+Such dilettantes are known as \"good starters but poor finishers.\" Or
+else it will be said: \"You can\'t take their type to seriously; they
+will be all steamed up over an idea today, but by tomorrow will have
+dropped it for some other wild notion.\" Bear in mind, therefore, that
+it may be worthwhile finishing a job, if it has any merit, just for the
+sake of finishing it.
+
+### In carrying out a project, do not wait passively for anyone \-- suppliers, sales people, colleagues, supervisors \-- to make good on their delivery promises; go after them and keep relentlessly after them.
+
+This is one of the first things a new engineer must learn in entering a
+manufacturing organization. Many novices assume that it is sufficient to
+make a request or order, then sit back and wait until the goods or
+services are delivered. Most jobs progress in direct proportion to the
+amount of follow-up and expediting that is applied to them. Expediting
+means planning, investigating, promoting, and facilitating every step in
+the process. Cultivate the habit of looking immediately for some way
+around each obstacle encountered, some other recourse or expedient to
+keep the job rolling without losing momentum.
+
+On the other hand, the matter is occasionally overdone by overzealous
+individuals who make themselves obnoxious and antagonize everyone with
+their incessant pestering. Be careful about demanding action from
+others. too much insistence and agitation may result in more damage to
+one\'s personal interest than could ever result from the miscarriage of
+the item involved.
+
+### Confirm your instructions and the other person\'s commitments in writing.
+
+Do not assume that the job will be done or the bargain kept just because
+someone agreed to do it. Many people have poor memories, others are too
+busy, and almost everyone will take the matter a great deal more
+seriously if it is in writing. Of course there are exceptions, but at
+times it pays to copy a third person as a witness.
+
+### When sent out on a business trip of any kind, prepare for it, execute the business trip to completion, and follow up after you return.
+
+Any trip into the field, whether for having a design review, resolving a
+complaint, analyzing a production problem, investigating a failure,
+calling on a customer, visiting a supplier, or attending a trade show,
+deserves your special attention to return the maximum benefit for the
+time and expense. Although each business trip will be unique, and the
+extent to which you must do the following will be different for each, as
+a minimum, be sure to:
+
+-   *Plan the travel*. This is more than just reserving transportation
+    > and hotels. Consider all eventualities such as lost luggage,
+    > missed connections, late arrivals, unusual traffic. Those you are
+    > meeting have arranged their schedules for you, so don\'t
+    > disappoint them \-- arrive on time and ready to perform. Follow
+    > the motto: \"If you can\'t be on time, be early!\"
+
+-   *Plan and prepare for the business to be done.* Prepare and
+    > distribute agendas before you arrive. Send ahead any material to
+    > be reviewed. Be sure everything (e.g. samples, prototypes,
+    > presentations) is complete. Practice any presentations, however
+    > minor they might seem, beforehand. In short, be fully prepared and
+    > allow those you visit to prepare fully.
+
+-   *Complete the business at hand.* You will not always be able to
+    > carry out a business trip to your complete satisfaction; others
+    > may control the outcome to a different conclusion. Nevertheless,
+    > if you have been sent out to complete a specific task, perhaps to
+    > analyze a failure or observe a product in use, and the allotted
+    > time proves inadequate for whatever reason, stay until the job is
+    > complete. Neither your supervisor nor those you visit will like it
+    > if another engineer has to be sent out later to finish what you
+    > did not.
+
+-   *Execute the appropriate follow-up.* Often a seemingly successful
+    > trip will come to nothing without adequate follow-up. Use meeting
+    > minutes, trip reports, and further communication to your best
+    > advantage.
+
+### Develop a \"Let\'s go see!\" attitude.
+
+Throughout your career people will approach you with all manner of
+real-life problems they will have observed on devices or equipment for
+which you have responsibility. A wonderfully effective response, both
+technically and administratively, is to invite them to have a look with
+you \-- i.e. \"Let\'s go see!\" It is seldom adequate to remain at
+one\'s desk and speculate about causes and solutions, or to retreat to
+drawings, specifications, and reports and hope to sort it all out.
+Before ever being able to solve a problem, you will need abundant
+insight, insight that can only be developed by observing first-hand what
+might be at once too subtle and complex only to imagine.
+
+### Avoid the very appearance of vacillating.
+
+One of the greatest personal indictments is to have it said that an
+engineer\'s opinion at any time depends merely upon the last person with
+whom he or she has spoken. Refrain from stating an opinion or promoting
+an undertaking until you have had a reasonable opportunity to obtain and
+study the facts. Thereafter see it through if at all possible, unless
+fresh evidence makes it folly to persist. Obviously the extremes of
+obstinacy and dogmatism should be avoided, but remember that reversed
+decisions could be held against you.
+
+### Don\'t be timid \-- speak up \-- express yourself and promote your ideas.
+
+Too many new employees seem to think their job is simply to do what
+they\'re told. Of course there are times when it is wise and prudent to
+keep silent, but, as a rule, it pays to express your point of view
+whenever you can contribute something. The quiet, timorous individual
+who says nothing is usually credited with having nothing to say.
+
+It frequently happens in any sort of undertaking that nobody is sure of
+just how a matter ought to be handled; it\'s a questions of selecting
+some kind of program with a reasonable chance of success. This is
+commonly to be observed in design or project meetings. The first person
+to speak up with a definite and plausible proposal often has a
+better-than-even chance of carrying the floor, provided only that the
+scheme is definite and plausible. (The \"best\" scheme usually cannot be
+recognized as such in advance.) It also happens that the one who talks
+most knowingly and confidently about the project will often be assigned
+to carry it out. If you do not want the job, say nothing and you\'ll be
+overlooked, but you\'ll also be overlooked when it comes time to assign
+larger responsibilities.
+
+### Strive for conciseness and clarity in oral or written reports.
+
+If there is one most irksome encumbrance to promoting urgency in the
+workplace, it is the person who takes a half-hour of rambling discourse
+to say what could be said in once sentence of 20 words. There is a
+curious and widespread tendency among engineers to surround the answer
+to a simple question with so many preliminaries and commentaries that
+the answer itself can hardly be discerned. It is so difficult to get a
+direct answer out of some engineers that their usefulness is thereby
+greatly diminished. The tendency is to explain the answer before
+answering the question. To be sure, very few questions endure simple
+answers without qualifications, but the important thing si to state the
+essence of the matter as succinctly as possible first. On the other
+hand, there are times when it is important to add the pertinent
+background or other relevant facts to illuminate a simple statement. The
+trick is to convey the maximum of significant information in the minimum
+time, a valuable asset to anyone.
+
+An excellent guide in this respect may be found in the literary
+construction called the \"inverted pyramid.\" Start at the bottom \--
+the beginning \-- with the single most important fact, the one the
+audience must know before learning more. Often this is the conclusion
+itself. Progressively broaden the pyramid by constructing each sentence
+to build upon its predecessor. In this way you will be able to clearly
+explain even complicated, abstract concepts to anyone. Even if by the
+end the explanation has become too complex for some, you can take smug
+comfort knowing that, because you began with your primary point, or the
+conclusion, or the simple answer, everyone understands you. You can
+hardly do better than to adopt this method in your communication,
+presenting your facts in the order of importance, as journalists often
+do, as if you might be cut off at any minute.
+
+### Be extremely careful of the accuracy of your statements.
+
+This seems almost trite, and yet many engineers lose the confidence of
+their superiors and associates by habitually guessing when they do not
+know the answer to a direct question. It is important to be able to
+answer questions concerning your responsibilities, but a wrong answer is
+worse than no answer. If you do not know, say so, but also say, \"I\'ll
+find out right away.\" If you are not certain, indicate the exact degree
+of certainty or approximation upon which your answer is based. A
+reputation for dependability and reliability can be one of your most
+valuable assets.
+
+This applies, of course, to written matter, calculations, etc., as well
+as to oral reports and discussions. It is bad business to submit a
+report for approval without first carefully checking it yourself, and
+yet formal reports are sometimes turned in, or worse, sent out, full of
+glaring errors and omissions.
+
+In Relation to your Supervisor
+------------------------------
+
+### Every manager must know what goes on in his or her domain.
+
+This principle is so elementary and fundamental as to be axiomatic. It
+follows very obviously that a manager cannot possibly manage a
+department successfully without knowing what\'s going on in it. This
+applies as well to project managers with specific responsibilities but
+without direct subordinates as it does to department heads. No sensible
+person will deny the soundness of this principle and yet it is commonly
+violated or overlooked. It is cited here because several of the rules
+that follow are concerned with specific violations of this cardinal
+requirement.
+
+### One of the first things you owe your supervisor is to keep him or her informed of all significant developments.
+
+This is a corollary of the preceding rule: \"Every manager must know
+what goes on...\" The main question is: How much must a manager know \--
+how many of the details? This is always a difficult matter for the new
+employee to get straight. Many novices hesitate to bother their
+superiors with everyday minutiae, and it is certainly true that it can
+be overdone in this direction, but in by far the majority of cases the
+manager\'s problem is to extract enough information to keep adequately
+posted. It is a much safer course to risk having your supervisor say,
+\"Don\'t bother me with so many details,\" than to allow your supervisor
+to say \"Why doesn\'t someone tell me these things?\" Bear in mind that
+your manager is constantly called upon to account for, defend, and
+explain your activities to others, as well as to coordinate these
+activities into a larger plan. Compel yourself to provide all the
+information that is needed for these purposes.
+
+No matter how hard you try nor how good an engineer you become,
+technical difficulties \-- unexpected problems or failures \-- will
+occur that you will dread having to inform your supervisor about. The
+best you can hope to do is to develop solutions to such problems so that
+you can present these along with the problem, and so that they can be
+implemented with the greatest urgency. No manager will like being
+surprised by unanticipated problems (although you are obligated to
+report them without hesitation), but you will improve your predicament
+immeasurably if you also bring solid recommendations for solutions.
+
+### Do not overlook the steadfast truth that your direct supervisor is your \"boss.\"
+
+This sounds simple enough, but some engineers never get it. By all
+means, you are working for society, the company, the department, your
+project team, your project leader, your family, and yourself \-- but
+primarily you should be working for and through your supervisor, the
+manager to whom you directly report.
+
+You will no doubt encounter conflicts \-- you are assigned to a project
+team with a demanding leader, a corporate executive who orders a task be
+done, and so forth. When this happens, retreat to the above law: discuss
+it with your supervisor. Resolving conflicts is part of every manager\'s
+job, your supervisor\'s included.
+
+As a rule, you can serve all other ends to best advantage by assuming
+that your supervisor is approximately the right person for that job. It
+is not uncommon for young engineers, in their impatient zeal to get
+things done, to ignore, or attempt to go over or around their superiors.
+Sometimes they move a little faster that way, for a while, but sooner or
+later they find that such tactics cannot be tolerated in a large
+organization. Generally speaking, you cannot get by whoever evaluates
+your performance, for he or she rates you on your ability to cooperate,
+among other things. Besides, most of us get more satisfaction out of our
+jobs when we\'re able to display at least some personal loyalty to our
+superiors, with the feeling that we\'re helping them to get the main job
+done.
+
+### Be as particular as you can in the selection of your supervisor.
+
+For most neophyte engineers, the influence of the senior engineers with
+whom they work, and even more so, the engineer to whom they report, is a
+major factor in molding their professional character. Long before the
+days of universities and textbooks, master craftsmen absorbed their
+skills by apprenticing to a master craftsmen. Likewise, you will do well
+to use those with more experience, especially a well-selected
+supervisor, as your master, your mentor. A properly selected mentor will
+likely have been through gauntlets as severe as your present one, and
+will guide you through it much easier than you alone can.
+
+But, of course, it is not always possible to choose a boss advisedly.
+What if yours turns out to be no more than half the supervisor you hoped
+for? There are only two proper alternatives open to you: (1) accept your
+boss as the representative of a higher authority and execute his or her
+policies and directives as effectively as possible, or (2) move to some
+other department, division, or company at the first opportunity. A great
+deal of mischief can be done to the interests of all concerned,
+including your company, if some other alternative is elected. Consider
+the damage to the efficiency of a military unit when privates, disliking
+the leader, ignore or modify orders to suit their individual notions! To
+be sure, a business organization is not an army, but neither is a mob.
+
+### Whatever your supervisor wants done takes top priority.
+
+You may think you have more important things to do first, but unless you
+obtain permissions it is usually unwise to put any other project ahead
+of a specific assignment from your own supervisor. As a rule, your boss
+has good reasons for wanting a job done now, and it is apt to have a
+great deal more bearing upon your performance rating than less
+conspicuous projects that may appear more urgent.
+
+### Whenever you are asked by your supervisor to do something, you are expected to do exactly that.
+
+Whenever your supervisor sends you off to perform a specific task, you
+have two possible responses: (1) you do it exactly as requested, or (2)
+you come back and talk it over some more. (Take special note of this
+law, for it applies not only as regards your supervisor, but also to
+anyone with whom you have agreed on a task to be done or a course of
+action to be taken.) It is simply unacceptable either not to do it, or
+to do something completely different instead. If you become concerned
+that the planned action isn\'t worth doing as originally assigned (in
+view of new data or events), you may discuss, indeed you are obligated
+to discuss, the entire matter again, stating your intentions and reasons
+so that your manager can properly reconsider it.
+
+Despite the responsibility to do exactly as instructed or agreed, you
+will sometimes want to prove your initiative by doing not only that, but
+also something in addition thereto; perhaps the next logical action has
+become clear, or perhaps a promising alternative has come to light.
+These can, within reason, be done in addition to the original
+assignment, and your drive and inventiveness will be immediately
+apparent.
+
+Any violation of this law puts your trustworthiness at risk.
+Nevertheless, as with many of these laws, you will be forced to break
+this one on occasion, too. Do this only when you are certain that
+circumstances demand it (expediency being one such circumstance), and
+that the others involved will agree with your decision.
+
+### Do not be too anxious to defer to or embrace your manager\'s instructions.
+
+This is the other side of the matter covered by the preceding two rules.
+An undue subservience or deference to any manager\'s wishes is fairly
+common among young engineers. Employees with this kind of philosophy
+may:
+
+-   plague their managers incessantly for minute directions and
+    > approvals,
+
+-   surrender all initiative and depend on their supervisor to do all
+    > the thinking for a project,
+
+-   persist with a design or a project even after new evidence has
+    > proven the original plan to be infeasible.
+
+In general, a program laid down by the department, the project leader,
+or the design team is a proposal, rather than an edict. It is usually
+intended to serve only as a guideline, one that will have been
+formulated without benefit of the new information that will be
+discovered during its execution. The rule therefore is to keep others,
+your manager included, informed of what you have done, at reasonable
+intervals, and ask for approval of any well-considered and properly
+planned deviations that you may have conceived.
+
+Regarding Relations with Colleagues and Outsiders
+-------------------------------------------------
+
+### Never invade the domain of any other department without the knowledge and consent of the manager in charge.
+
+This is a common offense, which causes no end of trouble. Exceptions
+will occur in respect to minor details, but the rule applies
+particularly to:
+
+-   *The employment of a subordinate.* Never offer anyone a job, or
+    > broach the matter at all, without first security the permission of
+    > his or her manager. There may be excellent reasons why that person
+    > should not be disturbed.
+
+-   *Engaging the time or committing the services of someone from a
+    > different department or division for some particular project or
+    > trip.* How would you feel, after promising in a formal meeting to
+    > assign one of your employees to an urgent project, to discover
+    > that someone else, without direct authority, has committed one of
+    > your subordinates to a task without attempting to notify you?
+
+-   *Dealings with customers or outsiders, with particular reference to
+    > making promises or commitments involving another department.* In
+    > this connection bear in mind that the manager of the department
+    > for which you would make such promises may have very good reasons
+    > not to want them made or not to be able to keep them. You simply
+    > do not have the authority to to commit other departments without
+    > the responsible manager\'s prior approval.
+
+-   *Performing any function assigned to another department or
+    > individual.* Violations of this law often cause bitter resentment
+    > and untold mischief. The law itself is based upon three underlying
+    > principles:
+
+    a.  Most people strongly dislike having anyone \"muscle\" into their
+        > territory, undermining their job by appropriating their
+        > functions.
+
+    b.  Such interference fosters confusion and mistakes. The individual
+        > who is in charge of the job usually knows much more about it
+        > than you do, and, even when you think you know enough about
+        > it, the chances are better than even that you\'ll overlook
+        > some important factor.
+
+    c.  Whenever you are performing the other person\'s function you are
+        > probably neglecting your own. It is rare that engineers or
+        > executives are caught up enough with their own
+        > responsibilities that they can afford to take on those of
+        > their colleagues.
+
+There is a significant commentary on this last principle that should
+also be observed: In general you will get no credit or thanks for doing
+the other person\'s job at the expense of your own. But it frequently
+happens that, if you can put your own house in order first, an
+understanding of and an active interest in the affairs of others will
+lead to promotion to a position of greater responsibility. More than a
+few employees have been moved up primarily because of a demonstrated
+capacity for helping to take care of other people\'s business as well as
+their own.
+
+### In all transactions be careful to \"deal in\" everyone who has a right to be in.
+
+It is all too easy, especially in a large corporation, to overlook the
+interest of a department or individual who does not happen to be
+represented, or in mind, when a significant step is taken. Very often
+the result is that the step has to be retraced or else considerable
+damage is done. Even with it does no apparent harm, most people do not
+like to be left out when they have a stake in the matter, and the effect
+upon morale may be serious. Of course there will be crisi times when you
+cannot wait to stand on ceremony and you will have to steam full speed
+ahead with little regard for personal consequences. But you cannot do it
+with impunity too often.
+
+Note particularly that in this and the preceding rule the chief offense
+lies in the invasion of someone else\'s territory without that person\'s
+knowledge and consent. You may find it expedient on occasion to do parts
+of other people\'s jobs in order to get your own work done, but you
+should first give them a fair chance to deliver on their own or else
+agree to have you take over. If you must offend in this respect, at
+least you should realize that you are being offensive.
+
+### Cultivate the habit of seeking other peoples\' opinion and recommendations.
+
+Particularly as a beginning engineer, you cannot hope to know all you
+must about your field and your employer\'s business. Therefore you must
+ask for help from others; routinely seek out those who are \"in the
+know.\"
+
+This is particularly useful advice during a confrontation of any sort. A
+good first question to ask is: \"What do you recommend?\" Your
+confronter will usually have thought about it more than you have, and
+this will allow you to proceed to a productive discussion, and to avoid
+a fight.
+
+A warning about soliciting others\' opinions deserves mention.
+Condescending attitudes toward others and their opinions are gratuitous
+and unwelcome. If you have no intention of listening to, properly
+considering, and perhaps using someone\'s information or opinion, don\'t
+ask for it. Your colleagues will not take long to recognize such
+patronizing and to disdain you for it.
+
+### Promises, schedules, and estimates are necessary and important instruments in a well-ordered business.
+
+Many engineers fail to realize this, or habitually try to dodge the
+responsibility for making commitments. You must make promises based upon
+your own estimates for the part of the job for which you are
+responsible, together with estimates obtained from contributing
+departments for their parts. No one should be allowed to avoid the issue
+by the old formula, \"I can\'t give a promise because it depends upon so
+many uncertain factors.\" Consider the \"uncertain factors\" confronting
+a department head who must make up a budget for an entire engineering
+department for a year in advance! Even the most uncertain case can be
+narrowed down first by asking, \"Will it be done in a matter of a few
+hours or a few months, a few days or a few weeks?\" It usually turns out
+that it cannot be done in less than three weeks and surely will not
+require more than five, in which case you\'d better say four weeks. This
+allows one week for contingencies and sets you a reasonable miss under
+the comfortable figure of five weeks. Both extremes are bad; good
+engineers will set schedules that they can meet with energetic effort at
+a pace commensurate with the significance of the job.
+
+As a corollary of the foregoing, you have a right to insist upon having
+estimates from responsible representatives of other departments. But in
+accepting promises, or statements of facts, it is frequently important
+to make sure that you are dealing with a properly qualified
+representative. Also bear in mind that when you ignore or discount other
+engineer\'s promises you dismiss their responsibility and incur the
+extra liability yourself. Of course this is sometimes necessary, but be
+sure that you do it advisedly. Ideally, other engineers\' promises
+should be reliable instruments in compiling estimates.
+
+### When you are dissatisfied with the service of another department, make your complaint to the individual most directly responsible for the function involved.
+
+Complaints made to an individual\'s supervisors, over his or her head,
+engender strong resentment and should be resorted to only when direct
+appeal fails. In many cases such complaints are made without giving the
+individual a fair chance to correct the grievance, or even before he or
+she is aware of any dissatisfaction.
+
+This applies particularly to individuals with whom you are accustomed to
+dealing directly or at close range, or in cases where you know the
+person to whom the function has been assigned. It is more formal and in
+some instances possibly more correct to file a complaint with the
+department head, and it will no doubt tend to secure prompt results. But
+there are more than a few individual show would never forgive you for
+complaining to their supervisor without giving them a fair chance to
+take care of the matter.
+
+Next to a direct complaint to the top, it is sometimes almost as serious
+an offense to send to a person\'s supervisor a copy of a document
+containing a complaint or an implied criticism. Of course the occasion
+may justify such criticism; just be sure you know what you are doing.
+
+### In dealing with customers and outsiders, remember that you represent the company, ostensibly with full responsibility and authority.
+
+You may be only a few months out of college but most outsiders will
+regard you as a legal, financial, and technical agent of your company in
+all transactions, so be careful of your commitments.
+
+Relating Chiefly to Engineering Managers
+========================================
+
+The following is a partial list of basic commandments, readily
+subscribed to by all managers, but practiced only by the really good
+ones.
+
+Individual Behavior and Technique
+---------------------------------
+
+### Every manager must know what goes on in his or her domain.
+
+This is repeated here for emphasis, and because it belongs at the head
+of the list for this section. Just remember that it works both ways, as
+regards what you owe your associates and subordinates as well as
+yourself.
+
+Obviously this applies primarily to major or significant developments
+and does not mean that you should attempt to keep up with all the minor
+details of functions assigned to subordinates. It becomes a vice when
+carried to the extent of impeding operations. Nevertheless, the basic
+fact remains that the more information managers have, the more
+effectively they can manage their business.
+
+### Do not try to do it all yourself.
+
+This is another one of those elementary proposition that everyone will
+endorse and yet many will carelessly violate. It\'s bad business: bad
+for you, bad for the job, and bad for your employees. You must delegate
+the responsibility even if you could cover all of the ground yourself.
+It isn\'t wise to have so much depend upon one person, and it\'s unfair
+to your subordinates.Executives should have their business organized so
+that they could be away on business or vacation at any time and still
+have everything go along smoothly. The most common excuse for hogging
+the whole job is that subordinates are too young or inexperienced. It\'s
+part of your job to develop your subordinates, which includes developing
+initiative, resourcefulness, and judgement. The best way to do this is
+to load them up with all the responsibility they can carry without
+danger of serious embarrassment to any person or group. Self-respecting
+engineers reset being babied to an extent where they cannot act on even
+the most trivial detail without express approval of their manager.
+
+On the other hand, it must be granted that details are not always
+trivial, and that it may sometimes require a meeting of an executive
+committee to change the length of a screw in a critically important
+mass-produced assembly. It is a matter of making sure not only that
+technical items are handled by engineers of appropriate competence and
+experience but that all considerations have been made.
+
+### Put first things first in applying yourself to your job.
+
+Since there usually isn\'t time for everything, it is essential to form
+the habit of concentrating on the important things first. The important
+things are the things for which you are held directly responsible and
+accountable, and if you aren\'t sure what these are you\'d better find
+out mighty quick and fix them clearly in your mind. Assign these
+responsibilities top priority in budgeting your time; then delegate as
+many as possible of the items that will not fit into your schedule. It
+is a good rule never to undertake any minor project or chore that you
+can get someone else or some other department to do for you, so long as
+it is not an essential part of your job. For example, if your job is
+building motors it is a mistake to spend time designing special
+vibration or sound meters for testing them if you can get a laboratory
+or service to do it for you.
+
+The practice of drawing upon all available resources for assistance can
+frequently be applied to advantage in respect to your major products, as
+well as in minor details. This is especially true in a large
+organization where the services of experts, consulting engineers,
+laboratories, and other departments are available; they will almost
+always be able to get an answer far more efficiently than you could
+independently. In fact, there will be cases in which it would be wise
+for you to limit yourself, personally or as a business manager, to
+performing only those functions to which you can bring some special
+talent, skill, or contribution, or in which you enjoy some natural
+advantage. The common belief that everyone can do anything if they just
+try hard enough is a formula for inefficiency at best and for complete
+failure at the worst. Few of us are versatile enough to excel in more
+than a very few talents.
+
+### Cultivate the habit of \"boiling matters down\" to their simplest terms.
+
+The faculty for reducing apparently complicated situations to their
+basic, essential elements is a form of wisdom that must usually be
+derived from experience, but there are marked differences between
+otherwise comparable individuals in this respect. Some people seem
+eternally disposed to \"muddy the water\"; or they \"can never see the
+forest for the trees.\" Perhaps one cannot correct such an innate
+tendency simply by taking thought, but it appears to be largely a habit
+\-- a habit of withdrawing mentally to a suitable vantage point so as to
+survey a mass of facts in their proper perspective, or a habit of
+becoming immersed and lots in a sea of detail. Make it a practice to
+integrate, condense, summarize, and simplify your facts rather than
+expand, ramify, complicate, and disintegrate them.
+
+Many meetings, for example, get nowhere after protracted wrangling until
+somebody finally says \"Well, it all boils down simply to this...\" or
+\"Can\'t we agree, however, that the basic point at issue is just
+this...\", or \"After all, the essential fact remains that...\" This
+sort of mental discipline, which instinctively impels one to get at the
+heart of the matter, is one of the most valuable qualities of a good
+executive.
+
+### Do not get excited in engineering emergencies \-- keep your feet on the ground.
+
+This is certainly clear enough, and yet organizations will sometimes be
+throw into a state of agitation bordering on panic by some minor crisis.
+This refers especially to bad news from the factory or the field
+regarding some serious and embarrassing difficulty, such as an epidemic
+or equipment or product failures. Most crises aren\'t half as bad as
+they appear at first, so make it a point not to magnify a bad situation.
+Do not ignore signs of trouble and get caught napping, but, learn to
+distinguish between isolated cases and real epidemics. To be sure,
+hazards \-- human safety or environmental \-- rate an immediate,
+aggressive response; potential liability demands it. Nevertheless, in
+any case, the important thing is to get the facts first, as promptly and
+as directly as possible. Then act as soon as you have enough evidence
+from responsible sources to enable you to reach a sound conclusion.
+
+### Engineering meetings should neither be too large nor too small.
+
+### Cultivate the habit of making brisk, clean-cut decisions.
+
+### Do not overlook the value of suitable \"preparation\" before announcing a major decision or policy.
+
+Managing Design and Development Projects
+----------------------------------------
+
+### Learn project management skills and techniques, then apply them to the activities that you manage.
+
+### Plan your development work far enough ahead of production so as to meet schedules without a wild last-minute rush.
+
+### Beware of seeking too much comfort in planning your engineering programs.
+
+### Be content to \"freeze\" a new design when the development has progressed far enough.
+
+### Constantly review projects to make certain that actual benefits are in line with costs in money, time, and human resources.
+
+### Make it a rule to require, and submit, regular periodic progress reports, as well as final reports on completed projects.
+
+On Organizational Structures
+----------------------------
+
+### Make sure that everyone has been assigned definite positions and responsibilities within the organization.
+
+### Make sure that everyone has the authority they need to execute their jobs and meet their responsibilities.
+
+### Make sure that all activities and all individuals are supervised by someone competent in the subject matter involved.
+
+What all Managers owe their Employees
+-------------------------------------
+
+### Never misrepresent a subordinate\'s performance during performance appraisals.
+
+### Make it unquestionably clear what is expected of employees.
+
+### Promote the personal and professional interests of your employees on all occasions.
+
+### Do not hang on to employees too selfishly when they are offered a better opportunity elsewhere.
+
+### Do not short-circuit or override your subordinates if you can possibly avoid it.
+
+### You owe it to your subordinates to keep them properly informed.
+
+### Do not criticize a subordinate in front of others, especially his or her own subordinates.
+
+### Show an interest in what your employees are doing.
+
+### Never miss a chance to commend or reward subordinates for a job well done.
+
+### Always accept full responsibility for your group and the individuals in it.
+
+### Do all you can to see that your subordinates get all of the salary to which they are entitled.
+
+### Do all you can to protect the personal interest of your subordinates and their families.
+
+Professional and Personal Considerations
+========================================
+
+Laws of Character and Personality
+---------------------------------
+
+### One of the most valuable personal traits is the ability to get along with all kinds of people.
+
+### Do not be too affable.
+
+### Regard your personal integrity as one of your most important assets.
+
+### Never underestimate the extent of your professional responsibility and personal liability.
+
+### Let ethical behavior govern your actions and those of your company.
+
+Regarding Behavior in the Workplace
+-----------------------------------
+
+### Be aware of the effect that your personal appearance has on others and, in turn, you.
+
+### Refrain from using profanity in the workplace.
+
+### Take it upon yourself to learn what constitutes harassment and discrimination \-- racial, ethnic, sexual, religious \-- and tolerate it not at all in yourself, your colleagues, your subordinates, or your company.
+
+### Beware of what you commit to writing and of who will read it.
+
+### Beware of using your employer\'s resources for personal purposes. It may be considered suspicious at best, and larcenous at worst.
+
+Regarding Career and Personal Development
+-----------------------------------------
+
+### Maintain your employability as well as that of your subordinates.
+
+### Analyze yourself and your subordinates.
+
+Conclusion
+==========
+
+Representative Professional Code of Ethics
+==========================================
+
+  [[What the Beginner Needs to Learn at Once]{.underline}]: #what-the-beginner-needs-to-learn-at-once
+  [[In Relation to the Work]{.underline}]: #in-relation-to-the-work
+  [[However menial and trivial your early assignments may appear, give
+  them your best efforts.]{.underline}]: #however-menial-and-trivial-your-early-assignments-may-appear-give-them-your-best-efforts.
+  [[Demonstrate the ability to get things done.]{.underline}]: #demonstrate-the-ability-to-get-things-done.
+  [[In carrying out a project, do not wait passively for anyone \--
+  suppliers, sales people, colleagues, supervisors \-- to make good on
+  their delivery promises; go after them and keep relentlessly after
+  them.]{.underline}]: #in-carrying-out-a-project-do-not-wait-passively-for-anyone----suppliers-sales-people-colleagues-supervisors----to-make-good-on-their-delivery-promises-go-after-them-and-keep-relentlessly-after-them.
+  [[Confirm your instructions and the other person\'s commitments in
+  writing.]{.underline}]: #confirm-your-instructions-and-the-other-persons-commitments-in-writing.
+  [[When sent out on a business trip of any kind, prepare for it,
+  execute the business trip to completion, and follow up after you
+  return.]{.underline}]: #when-sent-out-on-a-business-trip-of-any-kind-prepare-for-it-execute-the-business-trip-to-completion-and-follow-up-after-you-return.
+  [[Develop a \"Let\'s go see!\" attitude.]{.underline}]: #develop-a-lets-go-see-attitude.
+  [[Avoid the very appearance of vacillating.]{.underline}]: #avoid-the-very-appearance-of-vacillating.
+  [[Don\'t be timid \-- speak up \-- express yourself and promote your
+  ideas.]{.underline}]: #dont-be-timid----speak-up----express-yourself-and-promote-your-ideas.
+  [[Strive for conciseness and clarity in oral or written
+  reports.]{.underline}]: #strive-for-conciseness-and-clarity-in-oral-or-written-reports.
+  [[Be extremely careful of the accuracy of your
+  statements.]{.underline}]: #be-extremely-careful-of-the-accuracy-of-your-statements.
+  [[In Relation to your Supervisor]{.underline}]: #in-relation-to-your-supervisor
+  [[Every manager must know what goes on in his or her
+  domain.]{.underline}]: #every-manager-must-know-what-goes-on-in-his-or-her-domain.
+  [[One of the first things you owe your supervisor is to keep him or
+  her informed of all significant developments.]{.underline}]: #one-of-the-first-things-you-owe-your-supervisor-is-to-keep-him-or-her-informed-of-all-significant-developments.
+  [[Do not overlook the steadfast truth that your direct supervisor is
+  your \"boss.\"]{.underline}]: #do-not-overlook-the-steadfast-truth-that-your-direct-supervisor-is-your-boss.
+  [[Be as particular as you can in the selection of your
+  supervisor.]{.underline}]: #be-as-particular-as-you-can-in-the-selection-of-your-supervisor.
+  [[Whatever your supervisor wants done takes top
+  priority.]{.underline}]: #whatever-your-supervisor-wants-done-takes-top-priority.
+  [[Whenever you are asked by your supervisor to do something, you are
+  expected to do exactly that.]{.underline}]: #whenever-you-are-asked-by-your-supervisor-to-do-something-you-are-expected-to-do-exactly-that.
+  [[Do not be too anxious to defer to or embrace your manager\'s
+  instructions.]{.underline}]: #do-not-be-too-anxious-to-defer-to-or-embrace-your-managers-instructions.
+  [[Regarding Relations with Colleagues and Outsiders]{.underline}]: #regarding-relations-with-colleagues-and-outsiders
+  [[Never invade the domain of any other department without the
+  knowledge and consent of the manager in charge.]{.underline}]: #never-invade-the-domain-of-any-other-department-without-the-knowledge-and-consent-of-the-manager-in-charge.
+  [[In all transactions be careful to \"deal in\" everyone who has a
+  right to be in.]{.underline}]: #in-all-transactions-be-careful-to-deal-in-everyone-who-has-a-right-to-be-in.
+  [[Cultivate the habit of seeking other peoples\' opinion and
+  recommendations.]{.underline}]: #cultivate-the-habit-of-seeking-other-peoples-opinion-and-recommendations.
+  [[Promises, schedules, and estimates are necessary and important
+  instruments in a well-ordered business.]{.underline}]: #promises-schedules-and-estimates-are-necessary-and-important-instruments-in-a-well-ordered-business.
+  [[When you are dissatisfied with the service of another department,
+  make your complaint to the individual most directly responsible for
+  the function involved.]{.underline}]: #when-you-are-dissatisfied-with-the-service-of-another-department-make-your-complaint-to-the-individual-most-directly-responsible-for-the-function-involved.
+  [[In dealing with customers and outsiders, remember that you represent
+  the company, ostensibly with full responsibility and
+  authority.]{.underline}]: #in-dealing-with-customers-and-outsiders-remember-that-you-represent-the-company-ostensibly-with-full-responsibility-and-authority.
+  [[Relating Chiefly to Engineering Managers]{.underline}]: #relating-chiefly-to-engineering-managers
+  [[Individual Behavior and Technique]{.underline}]: #individual-behavior-and-technique
+  [1]: #every-manager-must-know-what-goes-on-in-his-or-her-domain.-1
+  [[Do not try to do it all yourself.]{.underline}]: #do-not-try-to-do-it-all-yourself.
+  [[Put first things first in applying yourself to your
+  job.]{.underline}]: #put-first-things-first-in-applying-yourself-to-your-job.
+  [[Cultivate the habit of \"boiling matters down\" to their simplest
+  terms.]{.underline}]: #cultivate-the-habit-of-boiling-matters-down-to-their-simplest-terms.
+  [[Do not get excited in engineering emergencies \-- keep your feet on
+  the ground.]{.underline}]: #do-not-get-excited-in-engineering-emergencies----keep-your-feet-on-the-ground.
+  [[Engineering meetings should neither be too large nor too
+  small.]{.underline}]: #engineering-meetings-should-neither-be-too-large-nor-too-small.
+  [[Cultivate the habit of making brisk, clean-cut
+  decisions.]{.underline}]: #cultivate-the-habit-of-making-brisk-clean-cut-decisions.
+  [[Do not overlook the value of suitable \"preparation\" before
+  announcing a major decision or policy.]{.underline}]: #do-not-overlook-the-value-of-suitable-preparation-before-announcing-a-major-decision-or-policy.
+  [[Managing Design and Development Projects]{.underline}]: #managing-design-and-development-projects
+  [[Learn project management skills and techniques, then apply them to
+  the activities that you manage.]{.underline}]: #learn-project-management-skills-and-techniques-then-apply-them-to-the-activities-that-you-manage.
+  [[Plan your development work far enough ahead of production so as to
+  meet schedules without a wild last-minute rush.]{.underline}]: #plan-your-development-work-far-enough-ahead-of-production-so-as-to-meet-schedules-without-a-wild-last-minute-rush.
+  [[Beware of seeking too much comfort in planning your engineering
+  programs.]{.underline}]: #beware-of-seeking-too-much-comfort-in-planning-your-engineering-programs.
+  [[Be content to \"freeze\" a new design when the development has
+  progressed far enough.]{.underline}]: #be-content-to-freeze-a-new-design-when-the-development-has-progressed-far-enough.
+  [[Constantly review projects to make certain that actual benefits are
+  in line with costs in money, time, and human resources.]{.underline}]:
+    #constantly-review-projects-to-make-certain-that-actual-benefits-are-in-line-with-costs-in-money-time-and-human-resources.
+  [[Make it a rule to require, and submit, regular periodic progress
+  reports, as well as final reports on completed
+  projects.]{.underline}]: #make-it-a-rule-to-require-and-submit-regular-periodic-progress-reports-as-well-as-final-reports-on-completed-projects.
+  [[On Organizational Structures]{.underline}]: #on-organizational-structures
+  [[Make sure that everyone has been assigned definite positions and
+  responsibilities within the organization.]{.underline}]: #make-sure-that-everyone-has-been-assigned-definite-positions-and-responsibilities-within-the-organization.
+  [[Make sure that everyone has the authority they need to execute their
+  jobs and meet their responsibilities.]{.underline}]: #make-sure-that-everyone-has-the-authority-they-need-to-execute-their-jobs-and-meet-their-responsibilities.
+  [[Make sure that all activities and all individuals are supervised by
+  someone competent in the subject matter involved.]{.underline}]: #make-sure-that-all-activities-and-all-individuals-are-supervised-by-someone-competent-in-the-subject-matter-involved.
+  [[What all Managers owe their Employees]{.underline}]: #what-all-managers-owe-their-employees
+  [[Never misrepresent a subordinate\'s performance during performance
+  appraisals.]{.underline}]: #never-misrepresent-a-subordinates-performance-during-performance-appraisals.
+  [[Make it unquestionably clear what is expected of
+  employees.]{.underline}]: #make-it-unquestionably-clear-what-is-expected-of-employees.
+  [[Promote the personal and professional interests of your employees on
+  all occasions.]{.underline}]: #promote-the-personal-and-professional-interests-of-your-employees-on-all-occasions.
+  [[Do not hang on to employees too selfishly when they are offered a
+  better opportunity elsewhere.]{.underline}]: #do-not-hang-on-to-employees-too-selfishly-when-they-are-offered-a-better-opportunity-elsewhere.
+  [[Do not short-circuit or override your subordinates if you can
+  possibly avoid it.]{.underline}]: #do-not-short-circuit-or-override-your-subordinates-if-you-can-possibly-avoid-it.
+  [[You owe it to your subordinates to keep them properly
+  informed.]{.underline}]: #you-owe-it-to-your-subordinates-to-keep-them-properly-informed.
+  [[Do not criticize a subordinate in front of others, especially his or
+  her own subordinates.]{.underline}]: #do-not-criticize-a-subordinate-in-front-of-others-especially-his-or-her-own-subordinates.
+  [[Show an interest in what your employees are doing.]{.underline}]: #show-an-interest-in-what-your-employees-are-doing.
+  [[Never miss a chance to commend or reward subordinates for a job well
+  done.]{.underline}]: #never-miss-a-chance-to-commend-or-reward-subordinates-for-a-job-well-done.
+  [[Always accept full responsibility for your group and the individuals
+  in it.]{.underline}]: #always-accept-full-responsibility-for-your-group-and-the-individuals-in-it.
+  [[Do all you can to see that your subordinates get all of the salary
+  to which they are entitled.]{.underline}]: #do-all-you-can-to-see-that-your-subordinates-get-all-of-the-salary-to-which-they-are-entitled.
+  [[Do all you can to protect the personal interest of your subordinates
+  and their families.]{.underline}]: #do-all-you-can-to-protect-the-personal-interest-of-your-subordinates-and-their-families.
+  [[Professional and Personal Considerations]{.underline}]: #professional-and-personal-considerations
+  [[Laws of Character and Personality]{.underline}]: #laws-of-character-and-personality
+  [[One of the most valuable personal traits is the ability to get along
+  with all kinds of people.]{.underline}]: #one-of-the-most-valuable-personal-traits-is-the-ability-to-get-along-with-all-kinds-of-people.
+  [[Do not be too affable.]{.underline}]: #do-not-be-too-affable.
+  [[Regard your personal integrity as one of your most important
+  assets.]{.underline}]: #regard-your-personal-integrity-as-one-of-your-most-important-assets.
+  [[Never underestimate the extent of your professional responsibility
+  and personal liability.]{.underline}]: #never-underestimate-the-extent-of-your-professional-responsibility-and-personal-liability.
+  [[Let ethical behavior govern your actions and those of your
+  company.]{.underline}]: #let-ethical-behavior-govern-your-actions-and-those-of-your-company.
+  [[Regarding Behavior in the Workplace]{.underline}]: #regarding-behavior-in-the-workplace
+  [[Be aware of the effect that your personal appearance has on others
+  and, in turn, you.]{.underline}]: #be-aware-of-the-effect-that-your-personal-appearance-has-on-others-and-in-turn-you.
+  [[Refrain from using profanity in the workplace.]{.underline}]: #refrain-from-using-profanity-in-the-workplace.
+  [[Take it upon yourself to learn what constitutes harassment and
+  discrimination \-- racial, ethnic, sexual, religious \-- and tolerate
+  it not at all in yourself, your colleagues, your subordinates, or your
+  company.]{.underline}]: #take-it-upon-yourself-to-learn-what-constitutes-harassment-and-discrimination----racial-ethnic-sexual-religious----and-tolerate-it-not-at-all-in-yourself-your-colleagues-your-subordinates-or-your-company.
+  [[Beware of what you commit to writing and of who will read
+  it.]{.underline}]: #beware-of-what-you-commit-to-writing-and-of-who-will-read-it.
+  [[Beware of using your employer\'s resources for personal purposes. It
+  may be considered suspicious at best, and larcenous at
+  worst.]{.underline}]: #beware-of-using-your-employers-resources-for-personal-purposes.-it-may-be-considered-suspicious-at-best-and-larcenous-at-worst.
+  [[Regarding Career and Personal Development]{.underline}]: #regarding-career-and-personal-development
+  [[Maintain your employability as well as that of your
+  subordinates.]{.underline}]: #maintain-your-employability-as-well-as-that-of-your-subordinates.
+  [[Analyze yourself and your subordinates.]{.underline}]: #analyze-yourself-and-your-subordinates.
+  [[Conclusion]{.underline}]: #conclusion
+  [[Representative Professional Code of Ethics]{.underline}]: #representative-professional-code-of-ethics