Question: Lately we”™re dealing with a lot of unreliable people that work for us. When people screw up, they do say “I”™m sorry” and act as if they”™re off the hook because they apologized. I know sometimes it is easier to turn someone around than to replace them; how do you know when to quit and move on?
Thoughts of the day: Reliability is a big issue ”“ make sure you know where the problem is coming from. Teach people that the problem isn”™t over until it”™s solved ”“ permanently. Attitude and behavior are where to look when trying to decide if you keep someone or let them go. Make sure that you don”™t get in the way of letting others take the reins when it comes to problem-solving.
One word in this problem puzzle caught my eye: “lately.” Many companies are getting busier as the economy picks up. And yet as owners, we hesitate to commit to hiring what we need for fear that things will turn down again. After all, most companies are still repairing their balance sheets, and most business owners can still recall the uncomfortable days agonizing over decisions about cutting staff. No one wants to get caught with too many people on payroll when they”™re not completely sure the business will grow.
However, when problems start to increase, it may not be the fault of the people. It could be the workload, how the skills fit the work or that people cannot stretch their efforts any further. When business picks up, different parts of the business get busy. The busier people get, the more likely they are to take shortcuts and risk mistakes.
One big challenge for most organizations is they”™ve learned to function on a just-in-time basis. An hour of overtime is sometimes necessary to get work out the door. And then it becomes two hours of overtime. Then 3 hours. Sooner or later, there is no more to give. People aren”™t machines. They need time off to refresh and rest. And if they don”™t get time off, they get worn out, mistakes go up and the recovery time puts everyone further behind. And problems get out of control.
So if you”™re wondering why things are getting worse lately, check if it”™s time to hire more people.
On the other hand, when problems crop up all around, you can”™t be the one to step in and fix it every time. That just increases the load you”™re carrying. It”™s time for you to start leading the organization to a more successful way of doing things.
Slow it down. When things go wrong the temptation is to rush in order to catch up. Instead, encourage people to stop and fix one problem before moving on to the next set of challenges. Make fewer demands and avoid introducing new issues until the old ones are taken care of. Ask people to tell you how they”™ve solved problems, and listen to their explanations. Then figure out how to make their solutions permanent.
Move people around. It”™s human nature to want to succeed. The question is, are the actions being taken actually leading to success? Ask people to look with a new perspective. Maybe the old way of doing things isn”™t the best ”“ it”™s hard for someone to see that if they”™ve been doing the same thing over and over.
Make realistic promises to customers. Ask the people around you what they think. Just because the customer wants it a certain way, or delivered by a certain date, doesn”™t mean that”™s the best way to do things. Keep in mind that an extraordinary request often leads to headaches. Make sure you have the time and resources needed before you commit.
Watch what people do more than listening to what they say. Are certain people OK with failure? Always trying to fix a problem instead of preventing it? Acting like their way is the only way, even though there are problems all around them? Running around leaving chaos in their wake? That”™s not good. Give them a deadline to start doing things right. Reward people who step up to the plate, admit their mistakes and take responsibility for permanently fixing the problems they encounter.
Check your own ego at the door. You may know how to fix things, but if you do, someone else doesn”™t get the chance to learn. Step back to let others take charge. You”™ll live longer if you let the people around you take action to fulfill the mission you”™ve created.
Looking for a good book? Try “Accountability: The Key to Driving a High-Performance Culture” by Greg Bustin.
Andi Gray is president of Strategy Leaders Inc., strategyleaders.com, a business-consulting firm that specializes in helping entrepreneurial firms grow. She can be reached by phone at 877-238-3535. Do you have a question for Andi? Send it via email to AskAndi@strategyleaders. Visit AskAndi.com for an entire library of Ask Andi articles.
