Short pieces, one topic at a time.
- Personnel
What a hat is, and why it only exists once someone is trained
A hat is the duties of a post, kept in one folder with what must be known and the materials. It exists only once someone is trained on it. - Personnel
What goes into a hat, and why a licence is not enough
Before someone works alone in a post they go through five steps, and a trade licence is only the second. The post itself is covered by a… - Personnel
Why even an experienced hire gets stuck without a written hat
An experienced employee can get stuck because their trade does not tell them how things work with you. Without a written hat, the post only… - Personnel
Why hiring one person at a time is the most expensive way
Hiring one person after another looks careful and cheap, yet the source calls it the costliest route: every replacement leaves the post… - Personnel
How many new hires normally fail, and what a high rate means
One hire in ten not working out is normal, according to the source. When half or more fail, the cause usually sits inside the business… - Personnel
Why another employee does not fix overload: two checks first
Before you hire anyone else, the source asks for two checks: how fully your current people are used, and whether they know what to do. - Personnel
Why you never take apart a team that is working
Do not take apart a team that works well. Strengthen it, hat it better and add people beside it, since years of work can be undone in a… - Personnel
The three things every client relationship stands on
Every business relationship rests on affinity, reality and communication. When one is low it grinds, and explaining again cannot replace… - Personnel
Why one dry reply can cool a whole business relationship
Affinity, reality and communication depend on each other, so a fall in one drags the rest down. The spiral will not stop alone, but it also… - Personnel
When a client or supplier goes quiet: a break or overload
Silence from a client or supplier can mean a break or plain overload. The two look identical from outside, yet need opposite handling. - Personnel
A break with a client: why it matters what exactly was cut
A break is a cut in affinity, reality or communication. Knowing which one turns a vague feeling into one precise action, and the client… - Personnel
When a client stops talking, more messages will not help
To raise one corner of a relationship, work through the other two. When a client stops talking, build agreement first so your message can… - Personnel
Why an enthusiastic reply to an angry client sounds insulting
People take in information only in a tone close to their own. An upbeat reply to an angry client sounds insulting, so meet them where they… - Personnel
Every business conflict has a third party nobody looks for
Every quarrel has an unnoticed third party. In a dispute between a client and a business it is usually whoever passed information on to the… - Personnel
Why a team without clear orders stays small and unhappy
The source says that without orders and plans there is no organization, only a group of individuals that stays small and unhappy, because… - Personnel
Firm orders versus harsh orders, and why the difference matters
The source says a taut organization rests on positiveness, and harshness has nothing to do with it. A positive order says what is needed… - Personnel
Why new managers fail, and why the cause is missing knowledge
A manager with no information on the role, says the source, ends up giving unreal orders. Most failures trace to missing know-how, and that… - Personnel
What a team checks in a manager before it takes his orders
The source says a leader's first test is competence: does he know what he is doing? Force gets obedience for a while, and wanting to be… - Personnel
What separates a business that holds up from one that collapses
The source says good management is caring what goes on. Organizations run or collapse by whether someone cares about the organization… - Personnel
A manager's two jobs, and why doing everything yourself fails
The source says a manager of an established business has two jobs: policy and planning, and getting people to work. Any other job he takes… - Personnel
Why a business stalls after success, and where to look first
When a business bogs down after a good period, the source says an earlier program or order has almost always been dropped. Follow it up… - Personnel
Why a new hire isn't working: two reasons, both yours
When someone you employ is not performing, there are only two reasons: you did not recruit the right person, or you never trained them on… - Personnel
Why an employee with no initiative may not know their limits
An employee who seems to lack initiative usually does not know what they are allowed to decide. A written, trained job makes them steadier… - Personnel
Why the owner ends up doing everything, even with staff
An owner who does it all alone rarely has weak staff. They lack a place in the structure, a written post and training, three things the… - Personnel
Why a regular client stops coming and never tells you why
A client who goes quiet was almost always hurt by a small moment nobody handled, not a big dispute. The break shows first as a change in… - Personnel
Why you and your client remember a different deal
When you and a client remember a different deal, the cause is usually a word like urgent or soon, which is an agreement, not a fact, read… - Personnel
Why a broken promise costs more than the customer you lost
The most common breaks with customers do not come from the product. They come from broken promises and admin slips, and they cost you… - Personnel
What leadership actually is, and why it is not a trait
Leadership is not charisma or a gift you are born with. The source says it rests almost entirely on giving orders and checking they get… - Personnel
What a manager is for, and what the job really demands
According to the source, a manager exists to get things done: people produce what they should, in a sustainable quantity, without flawed… - Personnel
What team morale is made of, and why comfort won't lift it
Team morale does not come from perks or team-building days. The source says it comes from production, shared purpose and obstacles beaten…
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