“They just don’t ‘get’ how we talk to clients.”
“I had my best person train them - but they’re just not there yet.”
“I cannot believe they thought it was OK to speak up at the all-hands. They only just joined the company.”
How far do you typically get before the cracks start showing in your new colleagues? Before that appealing candidate becomes a Challenging Employee?
If the answer is “not very far,” read on - we have thoughts.
Read MoreGetting paid on time doesn’t make an employer stand out - nor should it: it’s the bare minimum. A hygiene factor.
But what about hygiene factors from an employer or colleague’s point of view?
What are those basic things that every employee should just do?
Here’s what I’ve come up with...
Read MoreMost managers give feedback and delegate by saying some version of “This is what you should do” - and perhaps add “It’s what I would do in your shoes and I’m basing this on years of experience.”
The problem? This doesn’t motivate or reach most people. Especially these days.
It might have worked on you early in your career, but early-career you is not who you are managing today.
Fortunately, Ellie Hearne knows just which questions to ask.
Read More“I delegated, the work was on track to come back late - so I did not wait. I did it myself on time. It’s what the client expects.”
“The assignment landed on my desk with a few small errors and an omission. I gave it a polish before it went to the CEO.”
“This kind of thing keeps happening - rushed, sloppy work… So I told the employee how I’d handle it if I were in their shoes.”
Ostensibly, this is great. Each of these leaders wants the work to be done well. They are accountable. They are invested. So they do the work well or they tell the employee how to do it well.
The problem? These are short-term fixes - and they don’t usually address the underlying issue.
Read on, for a better approach.
