Treat others the way you want to be treated.

Rule number 1.  Treat others how you want to be treated.

Let your reports fiish early oh days when it's quiet.  If there's a crisis at home - let them go and fix it.  When the presuures on - they will repay you.  If they don't - repay them by letting them go.

 

Employment matters and discussions.

When it comes to discussing peoples employment matters (especially in regards to contracts) then be early, be sincere and be honest,  No one likes to get screwed.  Remember - you reap what you sow.

Dealing with problem employees

What do you do when you have an employee who isn't really cut out for the role they are employed in.  How long do you put up with them?  How much time and effort do you put in trying to salvage a bad hire?

I recommend applying the following checklist to the problem employee.  Using this simple guide you can decide if a salvage operation is worth the effort or if you may be better off cutting ties and letting the person sail away into a =nother role that is better suited for them.

1. Can the person change?  So they're being a pain in the butt.  They aren't listening and carry on regardless.  The question is - can they change?  Is there a chance that with some coaching and help that the person can change? 
   If you think they can change then start working with them and enable them to change their view of the role and their place on the team.  If not - let them go.
2. Will the person change?  Does the person want to change and will the person change?  How much time and resources do you sink into a person before you realise that it just isn't happening with that person.
   If you think trhe person will change with the right motivating factors and environmental factors - excellent.  If not - let them go.
3. When will the person change?  Following on from the first two questions if you decide that the person a) can change, b) will change - it's time to start wondering about c) when the person might change.  How vital is that change and what are the timelines you have to work with?
   If you think the person can chnage their attitude and approach in a short amount of time and provide benefits and increase productivity - then great.  If not - let them go.

This is where the old 80/20 rule comes into play.  Is the employee an 80% employee or a 20% employee?Ask yourself honestly - how much time am I spending on this employee?  Both directly and indirectly.

If a problem employee or problem team take up 80% of your time - then you may have to consider letting them go.

Gravititation

People gravitate toward what they are good at. 

Does that mean we only do what we want to or are good at or enjoy?

Or should we let people do what they are good at and enjoy and let them loose on those projects only?

What about removing the dull tasks from someones role and letting them loose on a project of their own design?  Works for Google.  Could it also work for you?

Giving people the latitude to take a chance, reach out and test the boundaries will both enable your staff and grow the width of your business.

Just a thought.

(Image: http://www.flickr.com/photos/auro/230377281/)

Handling the Tough Conversations - Resignations

Having a staff member that you trust, admire and is a star tell you they think it's time to move on can be tough.  This is a person that you have invested time and money into and now they are ready to move on.  So what do you do?

1. Be honest.  There is no point pretending that you aren't disappointed or are gutted.  Lying or trying to sugar coat your feelings is not going to achieve anything.  Let the person know how you feel without being fake.  If the persons role is going to be reviewed or let go of in the future say so.  Don't tell the person you are going to give them more money or more opportunities if you know you aren't or can't deliver.
2. Be truthful.  Let the person know what you really think of their work.  If they are a star let them know that.  If they are not such a great employee let them know that too.  You aren't perfect, your organisation isn't perfect and probably neither is the remuneration or salary package. If those three things were perfect - then why are they leaving?
3. Consider future development opportunities.  This is the part where you make them an offer that equates to a financial bonus or reason for staying.  I recommend enrolling the person into further studies or into some sort of professional development program.  That way both your organisation and the person will benefit from increased learning and understanding of the job. 

At the end of the day people have a life and a journey they are on.  Sometimes people want to stay with you because are going right.  Sometimes people want to leave.  The way you handle the leaving conversation is almost as important (if not more important) the induction conversation.

(Image: http://www.flickr.com/photos/macwagen/3351539/)