Wondering about how to solve this one. Got an employee who is good at things, as long as there are no changes. But we need more. Stuff always comes up and we can’t always put him in a place where he won’t be interrupted. We can’t protect him from problems that crop up, in fact, we need him to attack the problems, not just get in a groove and do what he’s always done. There are go-getters who solve problems and he’s an obstructionist. How can we turn him around?
Thoughts of the day: Change and uncertainty are hard for some people. Flexibility and adaptability are great skills to have. Build up training programs to help your less flexible employees.
We’re worried about how one of our supervisors is going to react. We don’t want to lose him, but we’re going to have to bring in a manager over him. This employee is clearly our star technical person. But he doesn’t have the scope or experience to manage the department as it continues to grow.
Thoughts of the day: First and foremost, your job as CEO and owner is to do what’s best for the company. Make it clear this is a reorganization in preparation for a growth spurt. Make the changes you need to make and be prepared for all variety of outcomes.
Feels like over the last year I’ve put an extreme amount of effort in to change the company’s culture. Things are getting better, but there’s still a lot more to go. Still have people here who aren’t drinking the Kool-Aid. Suggestions?
Thoughts of the day: Getting buy-in to change can be challenging. Expose everyone to your message. Walk it, talk it, wear it — you’re the leader. Figure out where the lack of buy-in is coming from. Give people a reason to want to change.
Millennials are very guarded about their time, but we need flexibility. Any suggestions?
THOUGHTS OF THE DAY: Remember when you had a life, before you got totally wrapped up the in the business? Make agreements with your employees about what is acceptable. Staff your business to allow flexibility and recovery ability. Happy employees and a good work environment mean productivity and profits.
A key player in our operations area is getting burned out. We can’t afford to lose her. How do we find the balance between getting work done on time and keeping burnout at a minimum?
THOUGHTS OF THE DAY: Burnout comes from stress, so step back and figure out where the stress is coming from. Teach staff about delegation. Focus on the most essential things. Give employees control and mean it. Create healthy outlets to work off tension. Continue reading →