Ruben was stumped. “You are right. Just because we give Edmund a new title, doesn’t mean he is going to change his ways.”
“Edmund will always be Edmund, and we have to redefine his role. It’s not a matter of giving him new rules not to do this or not to do that. You have already tried that in his role as supervisor. As Lead Technician, what will be his new goals? How will you re-direct him?”
“It sounds obvious,” Ruben replied. “It starts with his job description.”
I nodded affirmative. “This is critical fundamental stuff. It’s the stuff you ignore because it sounds so simple. It’s the stuff you ignore that gets you in trouble. Stuff like goals and objectives, performance standards and holding people to account for performance.”
“I think I have a job description around here that might work,” Ruben hoped.
“Why don’t you start from scratch. As the manager, you have time span goals of approximately one year. Your annual plan has stuff in it that you are held accountable to deliver this year, and next year. If you had a supervisor, which Edmund isn’t, you would drive some of those goals down to that level, in time span appropriate chunks. For the time being, you are going to have to step into that role, review those supervisor outputs and determine the time span appropriate chunks (goals) for your new Lead Technician.”
Ruben was quiet.
“Look, do you want to lose Edmund?” I asked.
“No way,” Ruben replied. “He’s a great technician.”
“Then you have some management work to do.”