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my relevant experiences view the other end of the spectrum. professionally & personally i’m always late. so i’ve built a number cushions within what i’m comfortable contracting to deliver and what i know is realistically likely to happen. most of my responsibilities to paying clients fall in the category of super human stuff. rarely do the clients who pay “on time” have a clue how lucky they are that i answer their phone calls.i almost never get contacted by anyone who’s not already in such deep trouble financially that they don’t belong in prison. suffice it to say over 7% of my clients are lawyers. they’ve usually married someone who’s unaware of what problematic scenarios are at issue. the largest percentage of my clients are clergy that own construction enterprises. typically they’re only marginally less criminal in their commercial & personal affairs then the lawyers. i inherited an interesting segment of political clients that i’m using this forum to frame sufficient audience following for the effective cross media treatments on their antics [and situational ethics].the biggest crooks want the impossible done for them yesterday & they have no intention of paying the expediter of these miracles anything. the notion of a premium for rushed, higher stress related working conditions have no relevance to this type of personality. they remind me of parents who know that their offspring have far surpassed any plausible measure of personal, or professional achievement—-yet the parent’s compelled to lie and accuse the off-spring of having failed glaringly in order for the parent to keep the psychological upper hand in their assorted relationships with the off-spring.this takes on a lot of fascinating nuances around the time that inheritances & insurance decisions are required to be addressed. it should be emotionally accepted that most enterprise owners cheat & normally they lie proportionally to the scope of responsibility that they feel they’re saddled with. their filed income tax returns offer a pretty good assessment of the scale of their dishonesty and what non-business owners would deem to be rampant greed.my practice requires that i review upwards of 520 ventures’ income tax returns a year. i don’t prepare taxes. i’m often put in the position of demanding that the preparer of the clients’ taxes be fired. the clock associated with what work’s actually performed on schedule and which functions were (or are) going to have to be considered late starts with the business enterprises’ filed quarterly income tax statements. since most enterprises don’t earn enough to have to legally file quarterly it’s crucial to appreciate the amount of rope business managers’ have to hang themselves.who in their right mind’s willing to inform their spouse & family that they lost enough money in 90 days that things would be far better for them to close the business and take a staff position within someone else’s organization. ergo the typical response to loosing a little money in any given fiscal quarter is to loose way more throughout the rest of the year—-and just lie about the financial results overall (as a matter of pride). lying about winning is profoundly equal in usefulness to lying about loosing.the ideological question of should a good employee be fired for being late is similar to the concern(s) i ran into as a teenager. i worked for 3 very well known employers with multi-national reputations in a row, which hired me in NYC. they all knew prior to hiring me and thousands of other people that those 3 ventures were going to cut back their employment ranks in my region to the point where it was incumbent on their hiring managers to prepare the entire nation of corporate decisions’ eminent impacts. i didn’t have any kids, or a mortgage at that point. i wasn’t required to even pay rent—-as long as i stayed in college (which i milked for 6 years; just to be safe—-lol).but i found myself interacting with friends and neighbors from absurd informational vantage points. my grandfather’d officiated my across the street neighbor’s wedding—-owing to the neighbor’s fiance’s father having been a close friend of my father’s. my neighbor it turned out was the general manager of the E J Korvettes department store location on Fulton St in downtown Brooklyn which had hired me part-time, at around $ 3.50 an hour in 1978. i didn’t know Mr Thornhill was that store’s manager until i saw him on the day i’d accepted an aprox. $ 5.50 an hour full time job with Bulova watch company at their Long Island City headquarters.in my excitement to see Mr Thornhill who’m i regularly played basketball in the backyard of—with his 2 sons—i informed him of that day being my last day as a cashier’s assistant at the department store. he expressed his congratulations at my receiving the better paying desk job. but he offered me the advice that i should always give ‘proper notice’ to the current employer—-in case i needed to use them as an employer. i’d only told him about my leaving to go to a better gig out of our friendship & the fact that his father-in-law was in my opinion a cornerstone to his family owning the home that prevented me from having to hike all the way to the next block to shot a few hoops.i’d been my plan to tell my supervisor that an emergency was going to require me to suspend my working for an indefinite period. it was my belief that E J Korvettes with it’s many stores and assorted quality merchandise access(s) could be useful to me as a possible employer when i got further along in college (or if the Bulova scenario tanked). i had no idea how dynamic the winds of change would be. i’d only worked for Korvettes for 2 weeks. the first week was spent viewing movie about how well positioned and financially secure my future would be if i (along with the several hundred new staffer watching the orientation film) kept our noses clean and worked loyally for the national retail conglomerate. the film highlighted Korvette’s parent corporation Arlen Realty as a financial giant of multi-billion dollar proportion.i actually spent the second week aiding cashiers to service customers’ enabling me to earn enough carfare to get the upgrade job (making around $ 135 a week. i lasted a month there, before my cousin’s new husband got me a $ 150 a week base pay assistant floor sales clerk with Regal Men’s Shoes which was an around 140 year old U.S. retailer. they intriguingly had many stores near Korvettes’ deportment stores. in a couple of months i’d been bumped up to salesman and without knowing it was on track to management. the progress was seamingly tied to my impressing the regional managers who’s offices were on in the Empire State Building on the same block that i’d been placed in. that store was the NYC area hub drop off of all inventory ordered by the regional managers.i was personally responsible for receiving, unpackaging & re-packaging tens of thousands of that shoe inventory daily. it didn’t occur to me that the regional managers were stealing millions of dollars of that inventory—-while they were assuring me of my bright future with Regal. they’d known for years that Regal’d sold itself to the Brown Shoe Group; and Brown was going to close Regal in favor of their new Korean investor owned purchaser Flagg Brothers. the entire shoe industry had changed. i started to smell a rat when the son of the most important Italian shoe supplier was offered my salesman’s job at what was easily the best store in the whole chain. i was 19 earning $ 300 a week with banker’s hours at a store with only 2 other staff—the manager & the assistant manager.as their full-time college student underling i had numerous privileges that alluded 99.9% of Regal’s thousands of employees. i could even walk to my college in the evenings, or take classes on weekends. the importer’s son was a year younger than me; and from my perspective nearly as spoiled and sheltered from many of the normal barriers to advancement to senior management as i was. i was protected by Ben Bruckman—who was dying of stomach cancer. he personally moved all kind out of my path.extremely few people knew that the Italian shoe importer’s office manager also worked out of the Empire State Building—-much less that she’d influenced Regal to hire that son. i played basketball with that son & more so with his elder brother. the elder brother’d been wearing full chuck alligator shoes since i was 10 & he couldn’d have been more than 12, or 13. at that period of time the elder brother was wearing shoes that cost more than my father’s car. i assumed he was pimping somebody. he was the first teenager from our neighborhood that shared their overnight nighclub experiences (in Manhattan) with me. i was 10. so for him to have credible details about clubs that were open all night in Manhattan at that stage implied that his lifestyle was far more than just affluent.it never dawned on me that those $ 1k to $ 3K shoes were merely perks of his his mother’s managerial relationship to that part of the shoe sector. with that in mind i asked her younger son why he wanted my salesperson’s job, when he was 2 years younger than me & already an assistant manager (at 18—-under his mother’s juice). in fact Ben Bruckman assured me that Regal wanted me to takeover the assistant manager’s role as a promotion. the son confessed that his location was in a big store, which was open 7 days a week and closed at 9PM, coupled with all of the ‘subordinate staff’ being white guys in their 30’s. he said he was the victim of all kinds of racial abuses and prejudices that made it impossible for him to do more than bury himself in the paper work that was largely the manager’s responsibility. as he was assigned more paper work he couldn’t spend a sufficient portion of time selling to justify the arrangement.i told Ben Bruckman, on his death bed that i wouldn’t accept the ‘promotion’ because that location would force me to drop out of college to accommodate the store’s hours of operation. i didn’t tell Ben that it was obvious that i’d wind up cutting my $ 350 a week average pay by over $ 100 a week, just to let the more favored staffer take my position. i cobbled together all of my vacation and sick time, which amounted to around 3 weeks; and asked Regal to give it to me in cash—-for some corny excuse. they wouldn’t cooperate with the request. so i went on an actual vacation to Atlanta & called Ben with a corporately formatted lie about having been in an auto accident 2 weeks into the vacation. i asserted that my injuries were so severe that i wouldn’t be able to return to NYC in time enough to resume working for Regal (all together). they mailed me the check for the week of sick leave.about 8 months later i wound up interning for Arlen Realty’s former vice president of land acquisitions. he reminded me of a rich man’s Tom Snyder. we dressed alike. i wore the $ 50 to $ 100 version(s) of his $ 4,000 suits. i was given assignments that included selling several of the decommissioned former E J Korvettes department stores, selling Bulova’s Long Island City headquarters; and re-leasing various prior Regal Shoe stores. basically one day i got on a crowded A train where i’d noticed Mr. Thornhill standing. he said he’d gone into the printing sales field, as i shared with him that i was literally selling portions of the Korvettes chain (and i thought his store had to be close to becoming one of my projects). he cut me off, by admitting that his store’d already been closed and he’d been let go. this is less than 2 years since i’d left Korvettes, Bulova & Regal.i had around 4 offices in the commercial district(s) of Manhattan with 12 people under me by that point. to say that i was in shark infested waters is gross under characterization. for many inane reasons only now am i wondering how things would’ve gone in my own career had i invited Mr. Thornhill into certain of the countless professional positions that i controlled at that point. i dated several women that worked for ventures that i knew were going to vacate NYC, or disappear through their industries’ changeovers. my job at that point focused enacting portions of those space planning arrangements. often i’d know years in advance that companies had already failed months, or years before their staffs would be alerted.one morning at around 3 AM i was on a Lexington Av bus passing by the last store i’d worked in for Regal and i noticed two of the former Regal regional managers unboxing thousands of pairs of shoes. they’d keep the location as their own insurance against the inevitable. Regal’s name’d been removed from the store. but i’d sold more than $ 800K of shoes out of it myself. so tens of thousands of daily passer byers knew the location as having been a stable venue for $ 40 shoes for many years. now they’d be able to get the $ 40 shoes for a bit less—-since the middle man’d been cleverly removed via the old 5 finger discount. the managers had clearly stolen millions of dollars of hidden inventory that they’d elected to off-load in of all places—-my former place of employment.so the question of how you want to optimally treat a good staffer that’s chronically late could be moot. good employees are comparable in value to good business ownerships. termination of a good employee will via attrition and industrial advancement take place more often than you’ll be able to calculate.