path: root/UnwrittenLawsOfEngineering.md

---
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