Management
None of this is expert advice. It's what people worked out for themselves, usually the hard way — what actually helped, and what they'd tell someone standing where you are. Take what fits and leave the rest.
If you only read a few
Ask the person to demonstrate their method before offering your own.
Showing interest in their way makes them more willing to listen.
one person who lived it
Take the issue to the person's designated buddy, coach, or team lead to address their lack of proper guidance.
Dealing with the person personally does not solve the underlying problem of inadequate guidance or suitability for the company.
- Be professional when mentioning doubts about their skills.
one person who lived it
If you manage older employees, avoid corporate euphemisms for negative feedback and call things what they are.
Older workers often see through such language and resent it.
one person who lived it
Regularly thank assistants or support staff for their dedication and efforts.
It lets them know how much they are appreciated.
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Treat former employees like alumni.
They may return with big ideas and experience, but only if they have positive memories.
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Managers should apologize to skilled workers to avoid costly turnover.
Failure to apologize can lead to turnover, which is expensive due to the time required for replacements to catch up.
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Stock shared spaces like teacher lounges with utensils, knives, spatulas, and dish soap from dollar stores.
These items are good enough to work and too cheap to be stolen.
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Base promotions on future potential and fit for the new role, not just past accomplishments.
Called the Peter Principle
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Avoid mass praise, as it can appear insincere, condescending, or driven by expectation rather than genuine appreciation.
Mass praise may seem like you are applauding because it is expected rather than for effective work.
- Sometimes mass praise is good.
2 people, independently
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Encourage immediate reporting of mistakes by focusing on joint remediation rather than punishment.
Punishing honest mistakes (like a write-up for dropping a tool) teaches people to hide future errors or act negligently.
- Willful negligence or hiding mistakes may still result in severe consequences.
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Focus on coaching employees to understand the importance of their roles rather than doing the work yourself.
Coaching people up made things easier for one manager who previously tried to do everything themselves to ensure correctness.
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Recognize that managers often pay for food waste out of their salary.
Restaurants track waste carefully because it comes out of the manager's salary.
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Start feedback sessions with positives before discussing negatives, but use caution with the 'sandwich' method.
It is always good practice to start with positives.
- The sandwich method (praise - critique - praise) can backfire if you don't know when it is appropriate to use it.
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Determine if the person has a designated mentor or supervisor for their needs and direct them to that authority figure instead.
If they lack proper mentorship, they need to seek it from their supervisor or take additional classes.
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Give departing employees significant space in their final week.
This provides time for them to say goodbye to favorite colleagues.
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Do not assume that firing everyone to rehire only the 'best' will work, as top candidates often secure other jobs quickly.
The best candidates typically have other job offers by the time such a strategy is executed.
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Gradually decrease a departing employee's workload during their notice period.
This allows them to focus on their personal situation.
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Dismiss unsolicited advice from customers by stating it is your business to run, which can reduce arguments and increase respect.
One person reported being in fewer arguments and receiving more respect after using this line.
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Be aware that bolstering an employee's credibility publicly can backfire if they are secretly sharing negative information with customers.
Customers may believe the employee holds all the expertise and take that perception when they leave.
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Retain employees who make costly honest mistakes to leverage their hard-earned lessons for system improvements.
Firing the employee wastes the money the error already cost; retaining them allows them to help redesign systems to prevent future errors (e.g., making a reactor control system idiot-proof).
one person who lived it
When praising an employee to their manager or leaving online reviews, keep the praise vague and generic rather than specific.
to avoid triggering investigations into potential policy violations
2 people, independently
Catch poorly behaved people doing something right and praise them immediately to motivate improvement.
It can shift feelings from low expectations to pride and responsibility.
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Talk to the help-seeker's supervisor professionally about the situation rather than accusingly.
The supervisor may need to supervise the person more closely, as not everyone handles self-learning equally well, or the person may feel intimidated asking directly.
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Use the 'compliment sandwich' technique for criticism: start with a positive, address the issue, and end with a positive.
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