You can hire the right employees for your business, but if your managers don’t manage them well, those capable employees may wind up messing up rather than stepping up.
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Jen and Tim are managers of two totally different functions within Mid-Road Co., but they share the same frustrations about their employees.
“You won’t believe it.” Jen grumbles over her morning coffee in the company cafe. “We’ve got to rework the entire proposal that Ronald turned in. I paid for his overtime last week to get it finished, and today I find he didn’t follow the prescribed format. I’m so mad at him for making us miss this deadline!”
Tim nods and snorts, “Yeah, my employees are worthless, too. They all start out so upbeat and sunny, but it doesn’t take long before they’re upset and slacking.”
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Comments
Trait tracking
Excellent guidance this, thanks Charlyne. I've fwd'd this article to a couple of my clients.
From a systemic viewpoint these traits are useful only if the organisation believes in them as "the way we work around here". That means having leading KPIs that show time and cost has been allocated and lagging KRAs that report they've not been left on the back burner.
My expereince is that this stuff is not unusual amongst the better supervisors and line managers but gets forgotten as those souls progress up the food chain. Good management is about applying resources effectively. If there are no objectives and measures for tracking staff and managment behaviours then they won't change...which, of course, is why nearly every "Values Project" I've ever seen has come to a sticky end..
Hope this helps,
Cheers.
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