Management Managing

Management Managing “Hey, Kevin,” called Josh. Kevin looked over from his car and saw Josh approaching him from across the grocery store’s parking lot, “Hey Josh, how are things?” “I heard the news,” reported Josh excitedly. “Yeah, I got the job,” smiled Kevin from ear to ear, “It really surprised me. They told me that they want me to start in the management training program right away.” “Wow, management,” echoed Josh, “That is quite a step. I guess our little Kevin is growing up.” “Yeah,” chuckled Kevin a little, “I am really excited yet, I am a bit apprehensive. I have never been in charge of anything or anybody.” “Leadership can be tricky,” agreed Josh, “It takes time and trial and error. I am sure though that you can do well.” “What advice do you have?” “I don’t know if you’ll like what I have to say,” answered Josh with a grin. “Give it a try,” smiled Kevin. “Hmmm, okay, just remember that everything is your fault.” Kevin expression went dour quickly, “What are you saying? What do you mean?” “Think about it. As the manager, you are in charge, you are the one who hired, and was responsible for training these people. If they are not getting the job done, you need to make sure that you have given them everything they needed to do the job before you go talking to them. Before you blame them and write them up, you need to listen to what they have to say and be damn sure that you gave them everything that they needed to get the job done.” “When is it their fault?” “Rarely, if they have everything they need to get the job done and they don’t get it done, chances are it is their attitude or other things sitting on them,” replied Josh. “What do you mean?” “When I was a manager in Ithaca, New York, I had a jewelry manager who did an outstanding job. One day, she seemed really out of it. I let it go thinking she was just having an off day. However, the next day she was still out of it. I sat down and talked to her very casually. I found out quickly that her water heater ruptured and ruined the floor of her trailer that she almost had paid off. I asked her, since she still owed three payments on it, if she had homeowner’s insurance. She immediately answered, yes. I said that she should call them first thing tomorrow and ask if she was covered. I told her to come in late if she needed to in order to accomplish this.” “What happened?” asked Kevin needing to know.

“She immediately perked up and said that she would try it. The next day when she came in, she was bubbling and told me that not only would they fix her floor and replace the water heater, they were also going to fix her roof for her. Now, imagine if I would have just written her up for doing a bad job? She would have just become disgruntled and develop an attitude.” “But her personal life isn’t any of your business, is it?” “It is when it is affecting their performance. I used only ten minutes of time to listen to her and give her advice that was a part of my business education. I invested in her and it paid off in amazing dividends. She came back and continued to do an outstanding job; a job that would have just suffered until she had figured it out herself if she ever did.” “You and I both worked for Wal-Mart in Everett, Pennsylvania, and people were constantly being coached. Now, what is bad about that?” “Nothing if they are real coachings and are used the right way. However, there, they were little more than a signed confession. If you noticed, there wasn’t anywhere for you to defend yourself, it was all you, your fault, your mistake, they had no interests in hearing your side, just that you did it and it won’t be done again.” “Yeah, I remember some of the blanket coachings where everyone in a section was written up for something and not for something they did individually.” “And how did you feel?” asked Josh. “Honestly? I felt like what the fuck. I busted my ass that night and the thanks is a write up, a threat?” “Exactly, I remember walking by the office where they did the coachings and their was a young lady begging the managers inside the room, asking them what she could do to do a better job and they couldn’t answer her with anything specific, it was just vague things like do a better job, get more done. It is just bullying. Look at Paulette, do you think that she is developing as a manager just constantly writing up and blaming employees? Imagine how she would grow if she actually worked with the employees, trained them, saw what the employees had to deal with and try to solve the problem together before there is any coaching/write up? But they don’t, they just blame the employees instead of working with them to figure out and solve the problem. It is a poor management style; it is a lazy management style.” “I see what you mean,” conceded Kevin, “If you blame yourself, you force yourself to develop, grow, and see the whole picture clearer. You are able to motivate instead of crush. You have a better grasp on what is going on in your business.” “Not only that, but your employees see you as a leader, not as a boss. They know that they can come to you for help and that is very important. I can’t tell you how valuable it is to have an open, honest line of communication. That will all shut down when you do cheap, shortcuts like blame the employees for your failings.” “When do you write up, coach, or fire employees?” asked Kevin. “Only after I do what I can to help them and still nothing as far as results—some people are too far damaged or there are other reasons why they are doing what they are supposed to like someone made them get the job. No matter what you do, you will every now and then hire someone who can’t do it, who really aren’t that interested in the job but are able to put on a great

show in the interview. As you gain more and more experience, you will learn to be able to spot warning signs, but that only comes with experience.” “Well, hey, I have to get going,” interrupted Kevin, “Thanks a lot for that great advice. If I blame myself and look at myself to see how things can be improved I will grow and become a more effective manager/leader. If I just blame employees, all I’m going to do is increase my turnover rate and decrease attitudes towards the job.” “Good, you learned,” smiled Josh, “Always seek improvement. The minute you think that you know it all, is the day things will go bad for you very fast. See you later and good luck.” “Again, thanks for the advice,” said Kevin as he climbed into his car.