“There must be a trick to hiring,” Janice announced. “My manager always seems to find good people.”

“You feel your manager is better at hiring than you are?” I wanted to know.

“Better track record. He only hires one or two people a year, and they seem to stick. They are really smart, know how to do the job from the first day, they are confident, in control. How does he find these people?” she grimaced. “I’ve tried, I know how hard it is.”

“Have you ever asked him?”

“Yes,” Janice explained. “He just grins, says I will catch on, and then leaves me to twist in the wind.”

“Oh, really?”

“Once, just once, I wish he would take the time to help me. He just says, your team, your responsibility. But, he sees my struggle. He sees the turnover on my team.”

“So, you are so easily turned away?” I challenged.

“What?” Janice leaned back.

“You know, as a manager, that you are accountable for the output of your team. The same holds true for your manager. He is accountable for your output.”

What’s Your Point
When we understand that it is the manager accountable for the output of the team, everything changes. Janice’s manager is accountable for the quality of Janice’s decision, yet Janice is so easily turned away. This is a two way street. Janice needs help (we all need help and coaching makes us better) and she should actively seek that coaching from her manager.

“I need help. Here is the decision I am struggling with, and here are my two alternatives.” Powerful words.