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TOUGH CALLS11/7/2022 Today's managers must contend with some tough calls to make: when a staff is not performing satisfactorily and will never be able to meet up the work expectations no matter what. Firing the employee before it moves to a new role in the organization is the wisest thing to do. This is an opportunity to not just maintain the present work standards of the organization but to improve and innovate how these new recruits can enlarge the impact of the roles. The reason why bad employees continue to exist is because their managers turn a blind eye to the situation until it presents more trouble. The costs of addressing a growing issue which would involve more absenteeism, team mates suddenly resigning, failure or incomplete work, customer service issues and concerns would be staggering to any organization large or small. Preventing that person to move around as if, he or she is a stellar employee and could be 'rehabilitated' could be a wishful thinking. I saw first hand in my previous work employment that once a bad hire is allowed to continue performing in a substandard way, more trouble ensues. That employee caused a major havoc in the organization by refusing to follow ethical standards with financial disbursement of funds and abuse her authority by side-stepping the counsel of the Board and advisers of the organization. She caused the organization to be bankrupt and because there was no money to finance the daily operations, the organization had to decide to move the operations to another location and start anew with a very limited financial base. She was terminated but it caused major reputational damage and rift between the stakeholders that it took a while to get those back by the successor leadership. Lesson of the story. When a person shows you who he/she really is, believe it. If the employee is not in the place where he/she could be ethical and meets work expectations, start the dialogue now and not later. Keep your documentation updated and address current issues that you observe in more than one instances. Don't wait for the legendary annual reviews or quarterly assessment. Always check in for improvement and growth purpose. Lastly, keep your eye on the larger scheme of things. As a manager, you want all of your employees to excel in their jobs. It is also your responsibility to provide support, enabling environment, and encouragement. If all things fail, and you don't see the employee putting it the right commitment and effort, it's time to make some tough calls.
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THE HELICOPTER VIEW9/15/2022 Problem-solving with a helicopter view is better for critical thinking and analysis. As you go higher and higher, you see the problem at much-bigger picture. You see more areas adjacent to the problem, requiring you to think big-picture, lose sight of specificities for a while, and get down to building a synergy and integrative frame of mind while constructing solutions. Your horizon becomes wide and your frame of reference expands. Your curiosity is released. Specifically, the helicopter view helps you: 1. Separate the wheat from the chaff Take all the noise out of the problem and focused on top two things that needed solution. Keep your values and priorities behind any solution. Sometimes, it is just staring at your face because you're unable to see the big picture. 2. Connect the dots to opportunities and long-term issues Big picture thinking doesn't just solve the obvious problem. It also presents opportunities to be cultivated and grown in-house. That means that you're looking at a larger scope beyond the upsides and downsides of your actions. Aside from opportunities, learn to look at what's coming out in the corner as you analyze relationships and dynamic forces that are impacting your work in your industry. Find patterns from connections and interplay of moves and countermoves of the actors. 3. Generate solutions you're team can own and be proud of Big picture thinking helps everyone in the team have a holistic, integrative, and interconnected frame of mind when discussing options, alternatives, and possibilities. Your team is not siloed from other teams in the organization, weaving new discoveries into what's existing in terms of processes and systems. People can navigate solutions without overhauling what works or reinventing the wheel. Take a helicopter view when things are starting to look too messy and unclear. The best frame of mind is to take a step out of the nitty gritty and concentrate on what this problem presents in the larger scheme of things and what possibilities await the solver.
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In the purpose-driven space, sustainability is a catch-all phrase for planetary, social, environmental, and economic well-being in communities, nations, and in the world. But how many in this space are actually financially and organizationally sustainable? Doing good, being good is a good mission. But being good but not being smart is deadly and bordering on hypocrisy. To become a truly sustainable force in the world, your organization must walk the talk and talk the walk. One organization is a one-funder business model. Another one has one staff and hundreds of volunteers trying to get to another impact goal. Another organization is penny-pinching on much-needed reorganization costs just because the Board didn't think they need it. Another one is simply mired with employee issues that do not reflect well on their values statements. In this circuit, the holier-than-thou attitude is almost always invoked. Yet, this complacent, self-congratulation is partly the reason for why the same sector proclaiming sustainability isn't sustainable either. Best practices are out there. When corporates and profit-seeking ventures are hit hard on sustainability, the sector must face the same music and should be held accountable for it. |