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Do You Sanction Incompetence?

Six questions that will reveal if you do

Jack Dunigan
Thu, 04/04/2013 - 10:24
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Twenty six! Twenty six employees came… and went. They didn’t quit. I let them go. Most quietly, some not so quietly, but they left.

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It took some time as I hired, fired, gleaned, and screened until eventually I assembled a crew that could think, plan, and work without constant direction from me.

Now, I am not so naïve as to expect that employees can or should be entirely self-directing; neither can they nor should they function in complete independence. Depending on the competence and confidence of an associate in any particular position, the degree of your engagement as a leader/manager will vary. The farther the employee down the scale, the more participation will be required from you.

Employees and associates, depending on their experience, education, confidence, and competence, will rank somewhere on the following scale:

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Submitted by umberto mario tunesi on Tue, 04/09/2013 - 21:24

Question # 7

How often do I stand in front of a mirror and ask myself "Am I consistently competent?" How often do we meet with allegedly competent employees - at all organizational levels ... - who don't even know how to ignite their engine on? It's not the number of questions that will ever make the difference, it's the quality of people, instead. I completely agree: incompetence has to be sanctioned, top-down first, in any and all organization. And cost of non-quality teaching, too. Thank you. 

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