“It’s really hard to find good people these days,” Miranda lamented. “I don’t need a nuclear scientist, I just need someone to show up and follow some simple directions.”

“Over and over?” I asked.

“Well, yes, it’s a pretty repetitive job,” she replied. “I think that’s why I have a lot of turnover on my team.”

“So, anyone could walk off the street and almost immediately perform the tasks to your satisfaction?” I wanted to know.

Miranda nodded. “Yes. If we had a budget for some robots, well, we don’t have a budget for robots.”

“That’s right, no budget for robots, you’re stuck working with people. And, those people turn over. But, it seems like a simple enough job. Success does not look complicated. So, why do you have the turnover?”

“Look,” Miranda’s face tightened. “In about 30 minutes, I can get someone up to speed. You’re correct, the work is not hard. I think they leave because there is no forward path in the company, no real skills for them to develop, no innovation in the process. It’s just the work.”

“Do you think you may not expect enough from your team’s performance? If someone can just walk in off the street and immediately do the job, what is the point in that? In what way could we describe the role, to expand its decisions and problem solving, to challenge each team member to their highest level of capability? I submit, it is for you, as the manager, to ask these questions.”