Edition 478 – A Glitch In The System
A regular, weekly newsletter arrives from a great friend and trusted colleague, at the same time each week. When a moment arrives in the diary to clear some things, I dial in and take a look. Except, it looks and sounds a lot like last week’s missive. Like, word for word. I reach out to my friend, who responds somewhat frustratingly, later in the day, that she’d also picked that up. Apparently, there was a “glitch in the system” according to the individual tasked with lining up the newsletter, that meant it was doubled up.
I head for a takeaway coffee at one of the 22 places in Camden I can source one, en-route to a client meeting. Skim Latte, extra hot, is the order, except, when it finally arrives after 20 minutes, I end up with a cappuccino. There’s no time to wait, and I walk away, telling them a chocolate allergy means I can’t deal with the substitute. Another glitch in the system.
Reminders for an allied health business, for their clients to make their annual or bi-annual visit, are missed, for a number of weeks in a row. The books are drying up and, when finally someone asks the right question, it’s found out that the recall notices haven’t been sent out for an extended period of time. Further, the follow up texts and phone calls haven’t eventuated either. Apparently, there was a glitch in the system – someone forgot to do it, and someone forget to check if they were doing it.
Where’s the care and attention to detail?
What’s the cost to the employee, of the error?
If there’s systems in place, then why aren’t they being followed?
Now, before at least one of you dives in and asks “what generation are we talking about in terms of the staff involved?”, let me tell you, it’s not a generational issue. I’ve observed Baby Boomers who are, frankly, as slack as all hell, and Generation Z types who are incredibly efficient and attentive – so let’s not generalise.
It’s all about whether or not these individuals are passionate about their work, and the impact they make in people’s lives, on a daily basis. If someone doesn’t care, it’s pretty easy to spot. On the flip side, if someone does care, you can spot it almost immediately.
It’s why I’ve long believed in employing on attitude and not skills. You simply can’t teach attitude. You can, however, teach skills, to the right people with the right attitude.
Similarly, if you find that an employee’s attitude changes over time, then coming from experience, you need to deal with that in the here and now. You, as the employer or manager, letting it slide, means that you are subconsciously endorsing the changed behaviour. There might be personal factors at play, that are impacting why people’s performance drops off, and there’s processes and practices that businesses can put into place to deal with this. However, ultimately, you need to put a timeframe on improvement.
I hear what’s said about employees, their performance, and unfair dismissal. I understand the rules, too. However, from the business owner’s perspective, remember, non-performance towards a client, often leads to instant action from that client, to either punish the business, for falling short, or simply choosing not to return. So, it’s the employer that bears the ultimate cost.
This Week’s Tip
“Inside of 30 days, you should know whether or not a new hire has the right attitude to their work,
and your business. If they don’t, move them on – before it costs you more than merely their salary.”