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Started By
Message
re: managing older, more experienced employees
Posted on 3/27/13 at 11:17 am to GFunk
Posted on 3/27/13 at 11:17 am to GFunk
This is all great, and I appreciate it. I'll follow up some to keep the conversation going because it's been constructive, for me at least.
They are combining a few of the other brands (business units) service responsibilities into our facility and closing the other facilities down. My boss is being shifted up to a currently vague corporate service manager role and will still be my boss. I am taking over his responsibilities. I was selected specifically because of my familiarity with our products, systems, and expertise with our business operating system (I assisted in integrating that).
We are getting ready to almost double our repair volume and customer base, so we actually are evaluating every process on a Kaizen level to weed out every second of efficiency that we can with the hopes of not having to expand personnel. there is a lot of the 7 wastes. I am leading that team currently and I was told my budget is "relatively unlimited w/ justification". If I need our maintenance department to spend 8 hours on a Saturday rearranging and re-balancing our component level parts storage for a 10 second per order efficiency increase... Thy will be done.
My point is that along this process I probably will have to ruffle some feathers. People are VERY set in their (often inefficient) ways.
quote:
why your predecessor in this job is leaving.
They are combining a few of the other brands (business units) service responsibilities into our facility and closing the other facilities down. My boss is being shifted up to a currently vague corporate service manager role and will still be my boss. I am taking over his responsibilities. I was selected specifically because of my familiarity with our products, systems, and expertise with our business operating system (I assisted in integrating that).
quote:
But bottom line, more than likely, they're not going to lean on you to reinvent the wheel.
We are getting ready to almost double our repair volume and customer base, so we actually are evaluating every process on a Kaizen level to weed out every second of efficiency that we can with the hopes of not having to expand personnel. there is a lot of the 7 wastes. I am leading that team currently and I was told my budget is "relatively unlimited w/ justification". If I need our maintenance department to spend 8 hours on a Saturday rearranging and re-balancing our component level parts storage for a 10 second per order efficiency increase... Thy will be done.
My point is that along this process I probably will have to ruffle some feathers. People are VERY set in their (often inefficient) ways.
0
Posted on 3/27/13 at 8:33 pm to Htown Tiger
quote:
just dont go in there with this "I'm in charge now, my way or the highway" attitude, or you'll lose them quick.
Mr. Clark disagrees with you ... Welcome to Eastside High
This post was edited on 3/27/13 at 8:34 pm
Posted on 3/27/13 at 9:21 pm to TigerFanatic99
I was 27-28 when I started out and all my employees were 50+. You got 2 choices. You can be a "team mate" or you can be the "leader".
The team mate is the easy solution. They do what they do and you stay out of the way. Everyone is happy and thinks you are cool. Then when they frick up, you ultimately take the fall either financially or professionally.
Being the leader is difficult, especially at first. You may have to cut someone loose early on. But you set the ground rules and you make damn sure everyone plays by them or they don't get to work there anymore. The conversation is simple. "I need you to do this, and you are not doing it because abc. If you can't do what I need you to do, I'm sorry, but you can't work here anymore."
It's a choice you will have to make. One is easier in the short term, and one is better in the long run. Best of luck to you.
The team mate is the easy solution. They do what they do and you stay out of the way. Everyone is happy and thinks you are cool. Then when they frick up, you ultimately take the fall either financially or professionally.
Being the leader is difficult, especially at first. You may have to cut someone loose early on. But you set the ground rules and you make damn sure everyone plays by them or they don't get to work there anymore. The conversation is simple. "I need you to do this, and you are not doing it because abc. If you can't do what I need you to do, I'm sorry, but you can't work here anymore."
It's a choice you will have to make. One is easier in the short term, and one is better in the long run. Best of luck to you.
Posted on 3/28/13 at 3:00 pm to fishfighter
quote:
Take time to talk one on one if you have the time and just asked them what is there job and learn each person
Lots of good stuff, but I particularly like this. Engage each one, not just "what do you do?", but perhaps even "what do you like best about your job? what do you like least?"
Posted on 3/28/13 at 3:26 pm to TigerFanatic99
At the end of my career I worked for a younger manager. Her message to me was simple:
"Mr. Zach, your track record is that you are very good at what you do. I've been advised to just leave you alone and watch you produce and then take the credit for it."
Me: "It's a deal."
"Mr. Zach, your track record is that you are very good at what you do. I've been advised to just leave you alone and watch you produce and then take the credit for it."
Me: "It's a deal."
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