Agnes and I had another session with Susan today. I have to say, I’m starting to find these sessions a little irksome, as Susan keeps addressing Agnes rather than me. I think Susan thinks Agnes is taking more on board. She could be right.
Today Susan’s theme was managing others and getting the best out of individuals, although I’m not sure why Agnes needs to know this.
Susan was saying how not everyone is capable of the same amount of work, and that as a manager you find that some people give you much more than others, but that’s good for you and for them. You get the work, they get respect, job satisfaction, they learn and achieve more and probably finish up getting promoted, if that’s what they want. But you can’t set the bar by the high achievers. My aim, according to Susan, should be to get the optimum out of each individual.
Susan’s idea is that it’s important to give people ownership over their area of work, and not to be checking up on them all the time. They will make some mistakes, but so will you. Micro-management went out in the 1950s. Are you listening, Ronald?
Also, it’s only fair to give people a chance. It’s no good grumbling quietly about someone for months or years, not telling them, and then getting rid of them. I have to have the courage to meet with them and tell them where they’re not meeting my expectations. Do they need more training? Tell them you can drop your expectations of them if necessary. If they have any potential, they won’t like this.
Sometimes people are in the wrong role. Some people, for example, can’t cope with creative work or work where they have to motivate themselves, but they may perform great in a repetitive role where the work keeps coming and they don’t have to think about it too much.
I’m to be wary of giving praise in public, as this often backfires, especially if there’s someone else in the room whose contribution I have overlooked. Susan is not a big fan of the Employee of the Month program. (I agree, no one likes those people. Fortunately, I’ve never won one.) But, don’t hold back on praise in private, if it’s warranted and sincere and not too frequent.
Finally, if you’re letting someone go, make sure you have given them every opportunity to perform, then do it gently, allowing them to save face (including in front of their family) as much as possible. Be generous in your goodbye speech. Hopefully they did something while they were with you. Thank them for their contribution.
I don’t know why Susan was looking at me rather than Agnes as she was saying these things. I could almost feel her writing her farewell speech to me as she was talking. No, I’m sure I’m being paranoid.
Assertiveness upwards, duty of care downwards, was her final message.