1. This is something I really struggle with. I have a HUGE project at work where I act as somewhat of an intermediate supervisor for a group of temporary employees. While the project is large, it’s laid out into steps that are as simple as possible…and there are still a few things that people just aren’t getting. And I literally don’t know how else to explain it, or how to explain exactly how important it all is without being ridiculously brutal. But really…it’s as simple as I can make it. LOL.

    • Managing certainly does take patience, that’s for sure. I’d be happy to give you some advice, however the explanation you gave leaves things kind of vague. You’ve tried breaking the information you’re giving to these people down into small chunks, which is a good thing…but how relatable is that information? A key component to making something learnable is to make it both easy to understand and easy to apply. Perhaps there’s a gap in there somewhere?

      • The project involves digitizing very old records- right now we are still in the very early stages, but I have typed notes and sit with new employees for a bit to go over the process we have laid out. When I have a room that is probably more than 10×12 filled with records, and you don’t realize that EVERYTHING is in alphabetical order to make things easy to find (or even bother asking what the system is if it isn’t glaringly obvious or you miss me saying “Yeah, everything is alphabetical)…I just don’t know what to do. Seriously, 5 year olds know their alphabet. So my issue is that I give verbal and written instructions…and then they decide somewhere along the way that they have a better system than my supervisor and I who have been thinking of nothing else for a year. And due to the ridiculously large volume, that throws everyone off when one person deviates from the system.

        • I mean, I’m not sure there’s a ton that can be done in that situation to directly address people choosing to deviate from this system outside of discipline. That said, I also recognize that temp workers rarely respond to such actions. Having been a temp myself once (actually when I started with my current employer), I can understand how there might be a feeling that the person employing you really isn’t the person employing you. By the same token, my goal was to get hired to a full-time job, which is a reason not to have that mentality.

          I’m all for positive reinforcement and positive coaching in the work place. That said, there has to be a time where you have to handle people who aren’t doing there job properly. It’s unfortunate, but it does happen.

  2. This list is pretty comprehensive, and are the same things I’ve listed when training anyone for a management style position.

    Advising has always been my specific struggle. I’m the kind of person who would rather do it myself so that I know that it’s done right, and done right the first time. It took a while to teach myself how to teach people and let them do it.

    • I love trying to help people learn how to manage. I’m a firm believer that a great manager can turn even average employees into rockstars, while a bad manager can make even the best employees not care about their work or the company they work for. It’s an area I’m really passionate about.

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