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I joined three companies as a manager and in each case I inherited team members who didn't have what it takes to do job. I'd usually find three categories of people in teams - The first group were 'good guys,' ones I knew could do job and wouldn't give me any hassle.
The second group consisted of people who needed a bit of looking after, watching closely and definitely some coaching.
The third group were ones didn't have either skills or characteristics to do job and no amount of training, or anything I could do, would change that. I would often find that these people, due to their lack of success, weren't exactly happy in job anyway and were sometimes only too pleased to be transferred to another position.
I hear you saying - "easier said than done Alan" and you're right. But successful manager needs to address these issues for good of team and business.
The successful manager concentrates on strengths not weaknesses. It's vital to give your people feedback on their strengths and also on their weaknesses. However these should only be weaknesses that you know individual can do something about.
It's a waste of your time and effort trying to sort weaknesses that can't be sorted. Some people just can't build relationships with customers; others can't work as fast as you need them to and others can't write a report to save their life.
Your most productive time as a manager will be spent giving feedback on strengths and how to develop these even further. Many managers spend majority of their time with team members trying to resolve weaknesses. They then don't have time or sometimes capability to give feedback on strengths.
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