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Trouble with key employee

18 posts
  1. Garr Adam
    Garr Adam avatar
    8/15/2012 5:08 PM
    This season I've been struggling to manage an assistant who, while he performs his job at a [u">very high level[/u">, is at times extremely difficult to get along with and causes a lot of friction between himself and the other assistant.

    Thoughts from the community from guys who've been there before?



  2. Clay Putnam
    Clay Putnam avatar
    33 posts
    8/15/2012 5:08 PM
    The assistant in question has a habitually bad attitude, is undermining your authority, and is causing quality staff to defect. Doesn't this answer the question of what should be done?



  3. Kenneth Rue
    Kenneth Rue avatar
    3 posts
    8/15/2012 5:08 PM
    Andy:

    By no means am I the leading authority on the advise that I shall render but here goes;
    as old Deputy Barn would say; "nip it, nip it, nip it in the bud."

    The truth comes out when your face to face w/the issue(s). There's a respect factor involved here where you've earned your stripes and maybe he or she as well BUT anything detrimental to the course lands in your lap and not in his or hers as direct reports. So here's what I suggest;

    Together you get in the truck, head down the highway to a nice secluded place, turn the damn phone off-leaving the premises w/the intent of not being bothered. Then in a calm direct manner you ask pointed questions-the questions that have been on your chest that you need answers to resolve your issues as his or her boss. A gulp in the throat, an eye off to the left, etc will indicate if the truth is or will ever emerge from his or her replies. You can decide or prepare what you are going to say and what lines you plan to cross or what lines you will draw in the sand. Whatever the issues, responses, you don't return until you are confident that you have resolved the issue-for good and for the good of the club.

    Good luck Andy



  4. Niemier Rick A
    Niemier Rick A avatar
    8/15/2012 6:08 PM
    Adam Garr said: This season I've been struggling to manage an assistant who, while he performs his job at a [u">very high level[/u">, is at times extremely difficult to get along with and causes a lot of friction between himself and the other assistant.

    He has been at the club with me for 8 years now, and has always been moody, but this year he is creating a lot of unnecessary drama--avoiding me and the other assistant, "buddying up" with a few of the crew guys, avoiding morning conversations with the crew... basically exiling himself from everyone else and the crew is beginning to notice.

    I've talked to him on repeated occasions and his mood would improve for a week or two, but then something else would rub him the wrong way and then he's back in the passive-aggressive behavior again. That "I know this job better than you, and my work ethic is better than yours" kind of attitude. Always does what he is told, but you can tell he is doing it begrudgingly.

    I worry that he is buddying up with the crew guys and beginning to undermine my authority. I have worked hard to build my team and I know I can't allow anyone to tear it down.

    Wondering if anyone else has had experience working with a difficult assistant. I think I'm at the point where disciplinary procedures need to be implemented because this mood is unacceptable and is creating a hostile work environment. Furthermore, the other assistant already told me he will not be returning next season because of this guy, which really sucks because this second assistant is a capable leader and he and I get along really well.

    I wonder if it's time for me to "kindly suggest" he think about moving on--I mean, maybe he's frustrated with his place in the business? I'm also considering a winter layoff, which is basically unprecedented at my club. All options on the table because to this point, nothing has worked for very long.

    Thoughts from the community from guys who've been there before?



    Adam,

    Ken's suggestion of finding a neutral place where you two can have a heart to heart is great. You asked us most of the questions you need to ask your employee. One of the things you need to decide is is he worth trying to keep as an employee? If you answer yes, then maybe you need to help this employee find out what is causing the issues you mention. Would your club be willing to pay for counseling, part or all? If he says no to counseling or doesn't admit to a problem then I would cut ties however you wish. Tell him he has to change big-time or his employment at your club will be affected. Get a plan together, lay it out for him and stick to it.



  5. Peter Bowman
    Peter Bowman avatar
    11 posts
    8/15/2012 8:08 PM
    Not sure I like the just-the-two-of-you-go-to-a-secluded-place idea. You don't want him to be driving home alone in your truck.



  6. Andy Jorgensen
    Andy Jorgensen avatar
    1 posts
    8/16/2012 5:08 AM
    Peter Bowman, CGCS said: Not sure I like the just-the-two-of-you-go-to-a-secluded-place idea. You don't want him to be driving home alone in your truck.


    And for all legal purposes, this conversation needs to take place in front of a witness....if not, after you fire him, he could always come back and say "we never talked about my performance and a need to improve".



  7. Larry Allan
    Larry Allan avatar
    0 posts
    8/16/2012 9:08 AM
    I had a similar issue with my assistant several years back. I allowed it to carry on for too long but as we were mid season I didn't feel that I had a choice.

    At the end of the season I sat him down and discussed the situation with him and stated clearly that if the situation wasn't rectified by the new year that I had spoken to the GM, we had a severance package arranged and that he would be terminated.

    That was about 5 years ago and there hasn't been an issue since. If you approach it in a similar fashion, there are only two outcomes. Which ever it is, you will have a better staff for doing it



  8. Heath Puckett
    Heath Puckett avatar
    0 posts
    8/16/2012 11:08 AM
    Several years ago, I hired an asst that lasted almost a year... but had to let him go right before July 4th weekend. His behavior caused me to lose trust completely and there was no mutual respect. After two previous discussions regarding his behavior, it was time to part ways. It couldn't have happened at a worse time, but I wasn't going to take a chance with our greens or the rest of the operation. Looking back, it was for the best.

    I would sit him down with a witness and clearly state the problems with his job performance and behavior(not attitude). Define the goals/expectations required for him to continue employment with your organization along with the consequences of failing to meet those requirements. Specify a timeline for a followup, and stick to it. If you focus on objective facts regarding your observations of his behavior.... not your interpretation of that behavior, it won't be as personal and he shouldn't be AS defensive. Remain professional, and make it about the position not the person.



  9. Andrew Cross
    Andrew Cross avatar
    5 posts
    8/17/2012 5:08 PM
    If not dealt with now, it may be dealt with later. The second time around may cost cost you!

    Live and learn, I have moved on, not yet back up but on none the less.



  10. Clay Putnam
    Clay Putnam avatar
    33 posts
    8/17/2012 7:08 PM
    Andrew,

    Nice website. Concise, informative, and easy to navigate.



  11. David Brandenburg
    David Brandenburg avatar
    3 posts
    8/19/2012 8:08 AM
    Fortunately you are in Michigan which like WI is a "at will' state. So unless your employees have a contract or in your employee handbook you have expressed employees have a right to documented warnings and a procedure to dismissal you can fire the employee at any time for any reason as long as you do not discriminate.

    If you have not given your "at will" status away you need to weigh in your mind if it is worth it to give him one more discussion and chance or let him go now. If you have given your rights away you will need to document your discussions and follow the policy.

    One bad apple on the staff can quickly bring everyone else down. I wouldn't waste much time in getting this straightened out.



  12. Verdun Scott M
    Verdun Scott M avatar
    8/21/2012 12:08 PM
    Adam,

    Like many of the other posts I too had a trouble assistant that I inherited when I started my first Superintendent job, he came with a great recommendation from a few people at the club but from others I was warned that he may be a cancer. In time I realized that his attitude toward the club was always negative and once we were in season he was not working with the crew in a manner that was consistent with my beliefs which was causing problems with the staff. One Monday morning I realized that I needed to make a change but thought after the season would be best, when I spoke with the mechanic about his thoughts he informed me that the assistant had found a new position, he gave me his two weeks notice on June 21st, July was awful for me.

    Long story-short, I knew what had to happen but I didn't go for it like I should have. You are the decision maker and only you can make the decision but trust your instincts and if a change needs to happen it needs to happen NOW and not in October.

    Best of luck



  13. Trevor Monreal
    Trevor Monreal avatar
    5 posts
    9/2/2012 8:09 AM
    By this point, with the help here, I think you know what to do with your situation.
    Myself...for these key positions I hire personalities. I'm going to spend as much or more time with them than my family so they better have a personality that makes the environment as pleasant as possible.
    I have enough "drama" at home I don't need another pile of it at work.



  14. Rick Tegtmeier
    Rick Tegtmeier avatar
    0 posts
    9/3/2012 5:09 AM
    I never lose sleep about the ones I hire.
    I never lose sleep about the ones I fire.
    I lose sleep on the ones that I should fire.

    I was told this a long time ago and it makes sense still today. If it is valid then you know what to do.



  15. Jason Baker
    Jason Baker avatar
    12 posts
    9/4/2012 6:09 AM
    Trevor,
    I have not done that. (hire personalities) But I will from now on. I always thought, "well if they do a good job, i can get along with them" or "I'll be easier to get along with if they are doing a good job." Well i have found lately that neither are always true. From now on I will hire personalities. I think that is pretty good advice.

    Rick,
    I also like your words of wisdom.



  16. Wahlin Scott B
    Wahlin Scott B avatar
    9/4/2012 6:09 PM
    I use the four question rule I got from Bob Kinny who was doing this professionally at the time:

    Do you like them?
    Do you trust them?
    Are you confident they will produce?
    Will they be a pleasure with whom to do business.?



  17. Paul Carter
    Paul Carter avatar
    0 posts
    9/4/2012 7:09 PM
    From experience. Absolutely, positively have a witness or a tape recording of the conversation. This is a business no matter how much you like the guy/girl or how much history you have with him/her. Your treating it in a professional business like manner will let him know that your are serious and mean what you say. One $30.00 tape recorder can save you thousands down the road.

    Best of luck,

    Paul L. Carter, CGCS
    The Bear Trace at Harrison Bay



  18. James Schmid
    James Schmid avatar
    1 posts
    9/5/2012 1:09 PM
    Paul Carter, CGCS said: From experience. Absolutely, positively have a witness or a tape recording of the conversation. This is a business no matter how much you like the guy/girl or how much history you have with him/her. Your treating it in a professional business like manner will let him know that your are serious and mean what you say. One $30.00 tape recorder can save you thousands down the road.

    Best of luck,

    Paul L. Carter, CGCS
    The Bear Trace at Harrison Bay


    If you do make a recording dont try to do it in secret. A lot of states have laws against that kind of stuff.



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