This little diagram was ‘stolen’ from a management course I went on. I couldn’t find the reference so if anyone knows of the original diagram, then put something in the comments. I have drawn it mostly from memory here with some annotations. Click the diagram or here to see it in better resolution.
The concept is that a new start comes into a job with a highly inflated opinion of his ability and, when presented with the reality of work, quickly loses faith and confidence and has a lot to manage his way through.
I think therefore, when hiring someone, it’s absolutely essential to catch them before the big drop off in comfort (which can take months to repair).
{ 8 comments… read them below or add one }
hehe, I reckon I’m at the “as good as it gets” stage with the $BIG_CORP gig, I enjoyed the last leaving do I went do but the rest of the time feel inconvenienced
Any ideas how you grab someone before they get overwhelmed and lose their comfort?
With such a short time period to work in you’d have to be well clued-up on new hires and their skill-sets etc, either that or eliminate discomfort!
Eliminate discomfort. There’s an idea….
A man can dream, can’t he?
The trick is “How”.
1. Identity sources of discomfort
2. ???
3. Profit!
I can highly recommend a light-hearted book for managers on the subject of employee engagement and retention. It’s called “Love ‘Em or Lose ‘Em” but I can remember the name of the lady who wrote it.
It’s set out in an A-Z fashion and includes a lesson for every letter. My favourite was “J is for Jerk – don’t be one”.
If it wasn’t for the fact I received this email on March 31st, I’d think it was an April Fools.
New manager: let’s schedule a daily 1:1 session.
Me: you’re not serious.
New manager: what do you mean?
Me: Nevermind.