4 ways to deal with it.
by ed mendlowitz
the 卡塔尔世界杯常规比赛时间 practice doctor
question: i have a key staff person who does not like supervising people. he says he can do everything faster and better than anyone else and doesn’t want to take the time to teach someone who, he says, won’t do it as well. he is a workhorse and spends anywhere from 50 to 60 hours a week all year round. what do i do?
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answer: he told me his firm consists of 10 staff and one owner and this person is indispensible to him, but he (the owner)
- is good at passing work down,
- has done it very well with the rest of his staff and
- has many of the other senior staff delegating work,
but this person does much of the work that he (the owner) would be doing and so he doesn’t press the issue because he doesn’t want to go backwards and do that work again. however, he is frustrated because he is not growing as much as he would like and this key person is not growing at all, because of the lack of leverage from this key person.
i’ve posted many q&as about this and even an extensive checklist on evaluating staff, so am assuming that everything reasonable that can be done, has been, and there is still no progress. but we have a real problem here, so i will examine it from his point of view.
- he can do nothing – leave things alone. it is what it is.
- he can spend extra time teaching the key person how to delegate, easing him into it. unless there is complete resistance by the key person, i believe there can be substantial progress within a year, but the training by the owner must be deliberate and frequent with a no-compromise attitude.
- he can look to reassign some of his other staff to do some of the work this key person does and eventually phase the key person out. it might take a year or more, but the situation will be back on the right track for the firm’s growth. note that i do not recommend he hire a “replacement” because i do not believe one exists. you can read all of my previous writings and my 30:30 training method book to see why i say this.
- he can do a combination of #2 and #3.
on some level the owner is the culprit because he is the boss and allowed the situation to develop. i know many circumstances where a staff person takes over a job the boss doesn’t want to do and now the boss can take a hands-off approach.
the problem is that the long-term goal is ignored and there is no growth from this person. it can take a few years (or more) to dawn on the owner, and it seems that now it has on this caller, and he wants to do something. well, now is the time for action. i listed four choices – and recommended #4. and the time to start is right now – get it done!
sometimes things are not what they should be, but comfortable. well, maybe that is how you want it. if so, then stop being unhappy.