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Keeping Employees Honest & Loyal PDF Print E-mail
Written by Administrator   
Wednesday, 27 June 2012 10:10

As a blind employer for 26 years, Huffman’s biggest historical problem with his businesses is to keep employees honest with what they’re doing and loyal to him as an employer in his business objective.  As an employer, Huffman found it’s easier for employees to be dishonest about what they’re doing.  Likewise it’s easier for employees to be loyal to each other in order to maintain their inefficiency rather than be loyal to the one who has provided the employment.  In order to overcome this problem, Huffman looked for others to assist with watching his back.  While in business in PA during the late 80’s and 90’s, when a law student employee Robert Marcinkowski became an attorney, Huffman elevated him to partner although Marcinkowski did not provide any personal financial investment to the firm, nor did Marcinkowski put himself on the line as a debtor in behalf of the firm as Huffman did.  Marcinkowski did work very hard with the values of a retired U.S. Army Lt. Colonel.  However, after a few years the loyalty from the employees switched from Huffman to Marcinkowski, “a blind guy doesn’t really do the work”, Marcinkowski felt; although the results were the same or better when Huffman represented a client in a personal injury, workers’ comp or Social Security case for instance.  Marcinkowski did watch out for the firm in his own best interest and in the interest of Huffman to some degree.  Nevertheless, the employees taking blind Huffman seriously was decreased; in their minds, Marcinkowski became their boss which led to the breakup of the partnership, among other things.  The problem seemed to be Marcinkowski encouraged the alliance to him.  When there were differences between employees’ and Huffman, it was Huffman’s fault, “it was something he did”.  The ones that were loyal to Huffman were not in the Marcinkowski employees’ click, and as a result, these employees were not treated the same as the employees within Marcinkowski’s employee click.  As a result, the differences became irreconcilable to Huffman and Marcinkowski.  They both felt they could do better on their own.  Marcinkowski left taking cases with him after Huffman fired 6 employees at one time that Huffman called a six-pack.  Huffman was stuck with all the bills after the breakup of the partnership.  With less income after beginning to turn it around on his own, a family member employee, April stole thousands of dollars from Huffman as a result of problems with drugs.  Huffman loved April.  Upset about April, Huffman retired from ’99-2000 and went into personal bankruptcy.  The law practice in PA was very successful for years; however, Huffman could never forget the words said to him by former PA employees he’d fired, “you cannot make it without us”.  He moved to WV leaving it behind.