Here’s the situation: The company is a 14-person, low-volume, specialty manufacturing company. Two employees, in two different roles, who are both capable and intelligent, appear to consistently do the wrong things.
An example is making a commitment to the owner that they will have a task completed in two hours, using a proven and agreed-to method.
They both like to learn for the sake of learning, and the owners have not found a way to make them accountable to a schedule and completing projects so that they can ship for revenue. Neither is motivated by money. Among the DISC personality types, both measure moderately high (80) for Steady and Conscientious. One is a Boomer and the other a Millennial. Any suggestions?
How to Handle This Situation
The solution is very straightforward although not easy.
(We cover this in our one-on-one coaching program in Module Two, Sessions 19 and 20: Delegation and the 10 elements of successful delegation.)
Unfortunately, the cause of missed tasks will almost always come back to the lack of skills and commitment by the delegating party. Once these skills are in place by the delegator, the individuals and the rest of the team will rarely, if ever, miss another task assignment or deadline.
But please remember:
Yes, other things come into play, such as behavior style and Carnegie triangle, but the first place to start is with delegation skills. These and other elements will become clear very quickly.
Lastly, it is a common misunderstanding that business owners and managers believe that having the right people, doing the right jobs is the solution. However, this is very, very incorrect. This failed premise will deliver only 40 percent of the success drivers.
The real and practical condition is that they must have the right people, doing the right jobs, and doing the jobs right. If this third element isn't in place, the first two rarely maximize success.
I hope this helps. Just a quick reminder: Many times,
Lastly – and I am not trying to ruffle feathers here – but the suggestion that it’s a Millennial/Baby Boomer situation is potentially not the issue. This is addressed in Principles three and eight in our one-on-one Coaching, session 19, regarding who you should and should not delegate to, and the point is reinforced with the delegator that