We’re trying to build more teams, but finding that it takes a lot of time to get everyone we want involved and working together. Some people want to work on their own, some take charge and don’t inform their teammates, some hang back waiting for teammates to figure things out or do the heavy lifting. The quiet ones are often the best team candidates but they get overruled or ignored by the more vocal ones.
Thoughts of the Day: Set up goals so everyone is clear about what’s to be accomplished. Teach your people to work together productively. Give the team tools to track and analyze data, and access to other performance enhancing tools. Make sure team meets regularly to exchange information.
We have a supervisor who doesn’t come forward with solutions. He doesn’t talk in meetings. He just listens and comes to my partner or me for solutions. He’s way too dependent on us, and we’re tired of giving him all the answers. What can we do to get him to initiate more on his own?
Thoughts of the Day: A take-charge attitude can be learned. Make sure your supervisor knows what’s expected. Encourage your people to be innovative and independent. Talk through solutions to improve the chances of things going right. If you’ve made a hiring mistake, own up and fix it.
I can see how hard it is to hire good people. Got any tips?
Thoughts of the Day: When searching, make sure every tool works well. Use interviews to find out if soft skills are present. Know your culture. Set aside plenty of time for getting to know the candidate. Avoid blamers. Look for drive and ambition.
We have an employee who keeps stretching the limits. Asks for reimbursement of expenses that we don’t usually reimburse. Frequently requests salary increases. Asks for special favors regularly. Tends to take it personally, as if I’m not doing a good enough job of meeting his needs. I need to realize it’s just who he is and draw the line before things get out of hand.
THOUGHTS OF THE DAY: Talking about compensation and what people should earn can be uncomfortable for many people. Knowing your company’s limits is crucial. So is knowing what the policies are and applying them uniformly. Often fear of losing someone at a critical time results in making an unsustainable offer.
42248149 – instructor running fitness boot camp
I’m not a good trainer. I need to be mindful of that while ramping up a business development person — our next important hire. And I need to use this opportunity to get better at training because it’s a critical skill to have.
Thoughts of the day: Be a role model. Have patience. Let your trainee make mistakes and learn from them. Let your passion show through. Don’t try to teach everything at once. Learn about the person you’re training. Back up your training with reference materials.