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"Used to: didn't struggle. Got frustrated at times, but didn't show it. " some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me " Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. | |||
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"Does your work not have a disciplinary system? Do they not understand the what and why of their job or are they just arseholes?" it’s a bit of everything. The company they previously worked for went into administration last March. My current employer bought their contract over. I joined in July. I was not informed of the back log of work nor the disfunctional IT systems. After 2 months in the role I was “informed” I was not direct line manager to 6 ppl. They are just hard to manage and in fact they’ve never been mamanged. It’s just frustrating | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me " Manage it out of them. New broom etc don't let them manage your behaviour. Make it clear what you expect and the consequences of not meeting those expectations while giving them every opportunity via training etc to achieve. You can't be their friend and you can't expect them to like you all of the time, that goes with the territory. | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. " done that last Wednesday, followed by email on Friday detailing the meeting. | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Manage it out of them. New broom etc don't let them manage your behaviour. Make it clear what you expect and the consequences of not meeting those expectations while giving them every opportunity via training etc to achieve. You can't be their friend and you can't expect them to like you all of the time, that goes with the territory." thanks! I think I struggle with the friend & work part | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. " What support are you giving them, what support are you getting? | |||
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"Hi folks, how many of us manage people in work? I do and at times I struggle! " I do and love it, If you're struggling it might not be for you or you might just need help and training. Not everyone is a leader and there's nothing wrong with that. | |||
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"I manage people, over the years I’ve got pretty good at it too. I work with a team which invlude headstrong, opinionated & fiesty women - if I can manage them I can manage anyone, lol! What I’ve learnt, the less blurred lines the better. Be consistent, fair and don’t be afraid to make “unpopular” decisions for the greater good. " This  | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Manage it out of them. New broom etc don't let them manage your behaviour. Make it clear what you expect and the consequences of not meeting those expectations while giving them every opportunity via training etc to achieve. You can't be their friend and you can't expect them to like you all of the time, that goes with the territory. thanks! I think I struggle with the friend & work part " A lot of people do, most of us want to be liked. It's far more difficult to take a friend into a room and give them a verbal warning. Your job will be ten times harder if you don't keep a barrier there. You need to be approachable though. | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting?" I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. | |||
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"I must admit that having taken a step back career wise in the last 15 months, I absolutely fucking adore not having to manage people and other resources Going into work without a feeling of dread, leaving work ON TIME and switching off at the same time as your PC is worth its weight in gold" lol I bet!! | |||
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"Used to. Became a bit of a headache due to pressure from above. Decided to save so I could get myself away from that situation. Now? Low stress job, pays well and gives me time to do a lot of other things. Only responsible for me "good on you | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. " It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Manage it out of them. New broom etc don't let them manage your behaviour. Make it clear what you expect and the consequences of not meeting those expectations while giving them every opportunity via training etc to achieve. You can't be their friend and you can't expect them to like you all of the time, that goes with the territory. thanks! I think I struggle with the friend & work part " I used to struggle with this, when I changed teams it was a lot easier as the majority hasn’t worked with me before. We still socialise but I’m careful what events I attend and how I act on a works night out. You need support from your line manager re this so don’t be afraid to ask for advice. | |||
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"I do, and they are all 20 somethings, all girls. One is particularly obnoxious." Time to start the process for getting rid, your company is paying her so she should at least be civil during work hours. One rotten apple spoils the whole barrel | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course " no i was not promoted. I interviewed for a job which was a basic job. Not a managers role. One of the questions was “ have I ever mentored staff”. I explained that I had with new work starts from uni. One day I arrived into office and I was notified I was now direct line manager to these 6 ppl. What could I say? | |||
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"I used to but my current role doesn't. My advise would be don't blur the lines between friendship and staff. Adapt your leadership style to the situation and individual. 20% of your staff will take up 80% of your time. Recognise those that can support you in your quest and develop their skills. Delegate effectively but remember the buck stops with you. I don't miss having staff, but I am a natural leader so treat all my colleagues how I wish to be treated (even those challenging ones). Good luck." I am Same. I just think I’m overly nice | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course no i was not promoted. I interviewed for a job which was a basic job. Not a managers role. One of the questions was “ have I ever mentored staff”. I explained that I had with new work starts from uni. One day I arrived into office and I was notified I was now direct line manager to these 6 ppl. What could I say? " You could have said "I'm not comfortable doing that until I've received proper training and support" or "no, that isn't the job I interviewed for and accepted" | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course no i was not promoted. I interviewed for a job which was a basic job. Not a managers role. One of the questions was “ have I ever mentored staff”. I explained that I had with new work starts from uni. One day I arrived into office and I was notified I was now direct line manager to these 6 ppl. What could I say? You could have said "I'm not comfortable doing that until I've received proper training and support" or "no, that isn't the job I interviewed for and accepted"" that’s easier said than Done! Lol | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course no i was not promoted. I interviewed for a job which was a basic job. Not a managers role. One of the questions was “ have I ever mentored staff”. I explained that I had with new work starts from uni. One day I arrived into office and I was notified I was now direct line manager to these 6 ppl. What could I say? You could have said "I'm not comfortable doing that until I've received proper training and support" or "no, that isn't the job I interviewed for and accepted" that’s easier said than Done! Lol " I understand that but you need to be able to say things that make you uncomfortable. Don't confuse being nice with being taken advantage of | |||
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"I've managed people for over 25 yrs your damned if you do and damned if you don't , the key I found is be firm but fair , don't make friends with subordinates as this only makes the job 10 times harder , maintain a professional barrier and be a good team player who is able to get work done through other people ,listen to your staff and be supportive " thank you! | |||
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"I do, and they are all 20 somethings, all girls. One is particularly obnoxious. Time to start the process for getting rid, your company is paying her so she should at least be civil during work hours. One rotten apple spoils the whole barrel" To be fair, she is on a final written warning. One more strike and poof! She works 3 days, complains because I rota her onto the longer shift pattern, this was after I swapped her shift to accommodate her "massage appointment" and hair cut. I sat her down last week after she complained yet again about having "two hours overtime" I just showed her the rota, showed everyone elses hours at 40/45 a week, showed her mine at 50! (Contracted 40) Pointed out hers at 30 max and asked at what point gives her the right to complain! Told her that she works the hours given (it states overtime is a requirement if needed in her contract) also told her that in future all appointments need to be made on her days off, as she is causing resentment and disruption amongst the team because their shifts are disrupted to cover her. I have given her a date for performance review and said she is under observation from this point forward and we would go from there. My manager wants her gone, I say giver The rest of the girls are lovely, I'm a firm but fair manager, but I also empower my girls. I see their skills, and I see their abilities and match my expectations to that. I also ensure that I spend time with each one on a weekly basis, to check how they are, how they feel and what if anything can I do. I'm supportive, yet they know about if things go wrong. But also I praise them if they are doing well. I also notice the little things they do, and if I ask them to do something an explanation as to why is given. They also see me getting my hands dirty, which is important. And at the end of the day I thank them for what they've done. Initially it was micromanaging them, i've only been in this role for 2 months, and it was dire, they were lazy, and not following procedures and with a H&S audit looming it was worrying. I took the hardline, we acheived a flawless rating, and then it was a HR audit, we received outstanding. That never happened before, the girls were happy and then realised why I had to take a hardline initially. I tell them never be complacent, and always work towards something, there is always improvements. | |||
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"I do, and they are all 20 somethings, all girls. One is particularly obnoxious. Time to start the process for getting rid, your company is paying her so she should at least be civil during work hours. One rotten apple spoils the whole barrel To be fair, she is on a final written warning. One more strike and poof! She works 3 days, complains because I rota her onto the longer shift pattern, this was after I swapped her shift to accommodate her "massage appointment" and hair cut. I sat her down last week after she complained yet again about having "two hours overtime" I just showed her the rota, showed everyone elses hours at 40/45 a week, showed her mine at 50! (Contracted 40) Pointed out hers at 30 max and asked at what point gives her the right to complain! Told her that she works the hours given (it states overtime is a requirement if needed in her contract) also told her that in future all appointments need to be made on her days off, as she is causing resentment and disruption amongst the team because their shifts are disrupted to cover her. I have given her a date for performance review and said she is under observation from this point forward and we would go from there. My manager wants her gone, I say giver The rest of the girls are lovely, I'm a firm but fair manager, but I also empower my girls. I see their skills, and I see their abilities and match my expectations to that. I also ensure that I spend time with each one on a weekly basis, to check how they are, how they feel and what if anything can I do. I'm supportive, yet they know about if things go wrong. But also I praise them if they are doing well. I also notice the little things they do, and if I ask them to do something an explanation as to why is given. They also see me getting my hands dirty, which is important. And at the end of the day I thank them for what they've done. Initially it was micromanaging them, i've only been in this role for 2 months, and it was dire, they were lazy, and not following procedures and with a H&S audit looming it was worrying. I took the hardline, we acheived a flawless rating, and then it was a HR audit, we received outstanding. That never happened before, the girls were happy and then realised why I had to take a hardline initially. I tell them never be complacent, and always work towards something, there is always improvements. " Fair play to you. Very very well done. | |||
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" Fair play to you. Very very well done. " Thank you, you will get there with yours, don't spend too long 2nd guessing yourself. Being a manager is thankless and lonely as you can't get too close and, you see their friendships develop and sometimes you'd like to be on that side. Management and leadership is all I know, the skills and attributes can sometimes come with age as you do need a thick skin. But believe in yourself, you were chosen for that role so something stood out. Be firm,fair and consistent. Doesn't mean to say you can't have fun with your team! It's finding a balance. I find I'm their Mother/their boss/their sanctuary and their motivator. Calm Consistent Role model | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. done that last Wednesday, followed by email on Friday detailing the meeting. What support are you giving them, what support are you getting? I sit beside them all and support them throughout the days with work queries. So if they have an issue I help them “hands on”. My support I feel is poor enough. I’ve asked to be put on a management course and I’m awaiting that course coming up. It's unfair of your boss to put you in this position, were you promoted from within the company? You'll feel much more confident in your role after the course no i was not promoted. I interviewed for a job which was a basic job. Not a managers role. One of the questions was “ have I ever mentored staff”. I explained that I had with new work starts from uni. One day I arrived into office and I was notified I was now direct line manager to these 6 ppl. What could I say? " What's my pay increase?.. would have been a good starting point. You are their manager first, friend second. With many you can't be both. | |||
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" Fair play to you. Very very well done. Thank you, you will get there with yours, don't spend too long 2nd guessing yourself. Being a manager is thankless and lonely as you can't get too close and, you see their friendships develop and sometimes you'd like to be on that side. Management and leadership is all I know, the skills and attributes can sometimes come with age as you do need a thick skin. But believe in yourself, you were chosen for that role so something stood out. Be firm,fair and consistent. Doesn't mean to say you can't have fun with your team! It's finding a balance. I find I'm their Mother/their boss/their sanctuary and their motivator. Calm Consistent Role model " can I come work For you? | |||
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"Used to: didn't struggle. Got frustrated at times, but didn't show it. some of the staff I’ve inherited are just plain hard work. They simply don’t care. I’m finding it increasingly difficult. As it’s a historical issue that I’ve inherited and literally fired at me Have a meeting, remind them of their duties at work, tell them if they aren't fulfilling their contractual duties there will be disciplinary proceedings. Chalk that down as a 1st verbal warning. " This is how it shouldn't be done. You have a problem with them you address them personally. Outline their shortcomings, the changes and by when then offer support you can give . One to one basis. If no change follow disciplinary proceedings. | |||
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" Fair play to you. Very very well done. Thank you, you will get there with yours, don't spend too long 2nd guessing yourself. Being a manager is thankless and lonely as you can't get too close and, you see their friendships develop and sometimes you'd like to be on that side. Management and leadership is all I know, the skills and attributes can sometimes come with age as you do need a thick skin. But believe in yourself, you were chosen for that role so something stood out. Be firm,fair and consistent. Doesn't mean to say you can't have fun with your team! It's finding a balance. I find I'm their Mother/their boss/their sanctuary and their motivator. Calm Consistent Role model can I come work For you?" Come work alongside me, help me kick their backsides! | |||
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" Fair play to you. Very very well done. Thank you, you will get there with yours, don't spend too long 2nd guessing yourself. Being a manager is thankless and lonely as you can't get too close and, you see their friendships develop and sometimes you'd like to be on that side. Management and leadership is all I know, the skills and attributes can sometimes come with age as you do need a thick skin. But believe in yourself, you were chosen for that role so something stood out. Be firm,fair and consistent. Doesn't mean to say you can't have fun with your team! It's finding a balance. I find I'm their Mother/their boss/their sanctuary and their motivator. Calm Consistent Role model can I come work For you? Come work alongside me, help me kick their backsides! " I’ve msg you lol | |||
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"Hi folks, how many of us manage people in work? I do and at times I struggle! " Depends what you are struggling with | |||
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"Does your work not have a disciplinary system? Do they not understand the what and why of their job or are they just arseholes?" How Dickensian ... | |||
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"Does your work not have a disciplinary system? Do they not understand the what and why of their job or are they just arseholes? How Dickensian ..." It's called getting things done. People have a job for a reason, only one of which is earning a living. Too many people pay lip service to their work related responsibilities and still expect to collect pay every month. I'm all for team and individual welfare in the workplace, but at the end of the day there is an organisational objective. | |||
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