Jeff Altman, Big Game Hunter
I spent a long time recruiting before transitioning to coaching. During that time, I talked to millions of people who were looking for jobs or trying to hire. Few people think they are at fault for their situation.
After spending some time thinking about my conversation and talking to others, I have learned that with a few exceptions, the reason people fail is managers and institutions rather than people.
That’s because people fail for two reasons:
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The hiring manager does not know how to evaluate and evaluate the person he/she is hiring.
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The hiring manager misrepresents the position and/or work environment in the interview.
For example, after joining, you think someone has a poor job because they lack the specific skills they need, who is the fault? your. You read your resume. It is filtered by someone in your talent acquisition organization before referring it to you. You have them meet with someone or someone from your department meet with them, then meet with them, and then someone in a higher position approves their employment. How is it wrong for them to lack the necessary skills? After all, in this case, they met at least 4 people, all of whom approved the hiring. Now, you are not satisfied…and blame them. No, you and the others made a mistake, not the other way around.
The people I consulted questioned whether the lack of motivation was really the fault of the hiring manager or the organization.
“Of course, it’s the manager’s fault.”
“why is that?”
“It should be detected during the reference check.”
“But what if you explore it during reference inspection?”
“Then it is definitely the manager’s fault because they have caught a positive and aggressive person and failed to reveal what the work environment looks like, the organizational friction is effective, what are their colleagues like (negative attitudes), lack of the tools and resources to succeed, overwork, they are very capable because they lack motivation… Are you going to be caused by people, is this a problem?
Few people join organizations that want to be “problem people” or “incompetent people.” Often, they join in the excitement of starting a new position and hope they succeed. After all, they did a great job with their former employers. Even if they are fired, it is usually a problem with the “digital” rather than a performance issue. However, what changes happened after you hired them.
In a 1998 article in Harvard Business Review, titledSet to Failed,” The author, co-authored by Jean-Francois Manzoni and Jean-Louis Barsoux, notes that “the employee’s performance is not good and can be attributed to the boss.” Often, people who are considered mediocre or disadvantaged, their managers have low expectations for them. The result is that they usually end up leaving the organization. ”
They describe the setting to defeat the scenes both typical and human. Usually, it starts with a good feeling and an effective working relationship, and it breaks when one side or the other is disappointing. For example, employees missed the deadline, or did not deliver the sales, and their bosses began to increase supervision. Employees will feel a lack of confidence and raise their pace, withdraw from their bosses, and often take on too much, which often leads to failure, “hoarding” and other perceived problems. As a result, the manager will add additional controls about behavior, put pressure on their subordinates, and leave conditions for them.
Sometimes, managers will point out whether the communication problem is their fault, although sometimes it is wrong. This problem may not be due to the inability to understand the expected reasons, but because managers create a culture that makes employees afraid of demanding clarity. One colleague, after receiving their incoherent instructions, told me after a meeting with their manager, “I don’t want to see their contempt anymore.” You might think they should have said something, but they responded logically to the history of manager criticism. Whose fault is that? Employee or manager? I think it’s up to the manager.
On the contrary, it can be correct. On the reality TV show Hell Kitchen, chef Gordon Ramsay works with many chefs and regular chefs, demanding that they excel and usually get it. Yes, after one makes a mistake, one is eliminated from the competition. After all, it wouldn’t be a good TV if there was no competition for the ending champion. However, each contestant usually competes at a higher level than they do in their restaurants of origin. Just as low expectations produce matching results, high expectations can produce higher results.
To be clear, I’m not suggesting that you throw things or insult people because of the well-known Ramsay chef. I say without ambiguously that your ability to succeed depends on you and your ability to inspire excellence or greatness.
Dr. Lance Secretan Be the world’s leading executive coach. For 12 consecutive years, he has been ranked first among the world’s most influential executive coaches and the top 30 most influential leadership experts.
He describes the difference between motivations as the difference between the driving mechanism (motivation) and the tension mechanism (Inspentation). The secret says, “The motivation is to light a fire under someone.” “The inspiration is to light a fire within someone.”
Perhaps the fire inside you is tempered with time and your experience of friction in the organization. Maybe like BB King singing, “the stimulation goes away.” You don’t have to lower the team and recreate the conditions that make you excited. Find support, rebury the fire inside, and bring the torch of leadership into the world.
If you are interested in talking to me how I can help you, please arrange a free discovery call here.
ⓒBig Game Hunter, Inc, Asheville, North Carolina. 2023
About Jeff Altman, Big Game Hunter
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Should I connect with people on LinkedIn who refuse my job?
He is the host of “Base-free Broadcasting Radio”, the first podcast in iTunes for job search, with more than 2,900 episodes in more than 1,300 years of dramas.
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