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Hiring Problem 5 - Managing Conflict Between Oldtimers & Newbies
- 2021/11/13
- 再生時間： 40 分
- ポッドキャスト
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サマリー
あらすじ・解説
Although today's show is not about the people's challenges of fast growth, the similarities to the post-pandemic hiring situation are striking. There is natural tension between people who have been with you for a considerable period and people just in the door, We will explore those issues during today's show..
EPISODE 1: WHAT HAS BEEN MORE IMPORTANT - LOYALTY OR COMPETENCE?
This question is actually more difficult than it appears. Given my background as a scientist and engineer I have always believed competence is the tie breaker. But after 5 startups, I have revisited that position because in the early days it matters who is in it for the long haul - even if you have to follow up and complete their work.
Topics; Is loyalty worth nothing; do I owe something to the people who sacrificed to make this business successful?
EPISODE 2: DO YOU HAVE ANY STANDARDS TO SAVE YOU?
If you are in startup mode the answer to this question is usually no. Let's ask the question again - have you established positions descriptions and standard operating procedures that are performance requirements and standards? If the answer is no, then consider all of your personnel decisions have been idiosyncratic - how you're feeling that day or how much you like this person.
Topics: How are you making personnel decisions?
EPISODE 3: THE CONFLICT IS NATURAL & THEREFORE PREDICTABLE
The people have been with you initially will be happy to have help and if these are subordinate positions, don't expect any more conflict than is normal in the supervisor / supervised relationship. However if they are being brought into a senior position especially if the people they led anticipated a promotion into that position, then it is going to get rough.
Topics: You must eliminate the personal aspects of the conflict by collaboratively creating standards and positions.
EPISODE 4: CAN I ACHIEVE A WIN-WIN OUTCOME?
It is possible, just don't expect it to be easy. Start early with the hard corps and make it clear that as the company grows they will have first priority for the openings IF THEY ARE COMPETENT for the new position. We are only going outside for expertise we don't have internally. When it happens it won't make anybody feel better but provide a reference point for the conflict.
Topics: Create a class of stock as a reward for loyalty
Link: https://vzit.co/ibn--j
EPISODE 1: WHAT HAS BEEN MORE IMPORTANT - LOYALTY OR COMPETENCE?
This question is actually more difficult than it appears. Given my background as a scientist and engineer I have always believed competence is the tie breaker. But after 5 startups, I have revisited that position because in the early days it matters who is in it for the long haul - even if you have to follow up and complete their work.
Topics; Is loyalty worth nothing; do I owe something to the people who sacrificed to make this business successful?
EPISODE 2: DO YOU HAVE ANY STANDARDS TO SAVE YOU?
If you are in startup mode the answer to this question is usually no. Let's ask the question again - have you established positions descriptions and standard operating procedures that are performance requirements and standards? If the answer is no, then consider all of your personnel decisions have been idiosyncratic - how you're feeling that day or how much you like this person.
Topics: How are you making personnel decisions?
EPISODE 3: THE CONFLICT IS NATURAL & THEREFORE PREDICTABLE
The people have been with you initially will be happy to have help and if these are subordinate positions, don't expect any more conflict than is normal in the supervisor / supervised relationship. However if they are being brought into a senior position especially if the people they led anticipated a promotion into that position, then it is going to get rough.
Topics: You must eliminate the personal aspects of the conflict by collaboratively creating standards and positions.
EPISODE 4: CAN I ACHIEVE A WIN-WIN OUTCOME?
It is possible, just don't expect it to be easy. Start early with the hard corps and make it clear that as the company grows they will have first priority for the openings IF THEY ARE COMPETENT for the new position. We are only going outside for expertise we don't have internally. When it happens it won't make anybody feel better but provide a reference point for the conflict.
Topics: Create a class of stock as a reward for loyalty
Link: https://vzit.co/ibn--j