Quote:
Originally posted by jhelgesen
I got promoted a few weeks back to be the team leader of my design group. We're developing a new design of a home appliance for a major company we work for. I can say we have an eclectic team (to be nice). Some are better than others.
Worst of the bunch is a long time veteran of the company that transfered to our division rather than be laid off.
I worked along side the guy for a few months before I was promoted, and I can say I never saw anything spectacular from the guy. The bare minimum to get stuff done, always late, never comes up with a new idea, always uses existing ideas.
Now that I'm over the guy, he's still late getting stuff done, doesn't learn, asks the same questions over and over again. When confronted with screwing something up or being late, he hands out lame excuses.
Other than using a tazer on the guy, anyone have suggestions for dealing with him?
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Stomachmonkey has a good approach. You need to become objective in your analysis - and act accordingly. Being subjective now will just prolong the issues. State the objective, and stick to it.
I have a stated policy with my people of only addressing problems that can't be readily solved - inability to perform basic calculations / procedures related to the task at hand aren't problems, it's incompetence. If you do their work for them by offering constant direction then ultimately their job is now yours - and your responsibility. I'm usually seen going "I dunno, so how do you do this?- you're the expert, not me."
Identify if this guy can be rehabed or replaced- if the ultimate goal is to rid yourself of him, let him fall behind. The excuses he gives are up to you whether or not they are effective - bear in mind (like noted above) he will set precedence, both below your ranks and above. Don't let that happen.
rjp