David Adeniji

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It’s always a relief when you have capable hands who can work with little or no supervision. The business leader’s dream is to find such hands that will simply own their chunk of the job and run with it without been muzzled.

But how do you raise people who will own their portion of the business and stay on it as though they’re totally independent, yet produce expected results?

Too often we demand from subordinates what we didn’t give to them. This charge is yet another extract from the Masterclass – Smart Recruitment – Attitude vs Skill. Last week, we also took an extract – those quick skills for Admins. When we select people to work with our organization, do we simply place high expectations on them to deliver at the least what is commensurate to their cost or professed level of experience? Or do we take our time to boot-camp them since our own farmyard is entirely different from the one they may be coming from.

Now, let’s break this down. Your organization may be delivering products and services similar to everyone else’s, but your culture is entirely different from that of others. You may not know it, but it is. Before you place that demand on an employee, please inject them with your own DNA. Don’t leave them to learn your culture on your job. Teach them your culture. Teach them what you expect from them them let them grow skills on the job.

See, I’ve been a victim of that. Years ago, I interviewed in a jumbo paying company for over a month, alongside hundreds of other applicants. There was silence for a while. Then later, I got hint, some fellow applicants have been employed. They went through a 2-week long rigorous orientation. But yet, I’m still not called. They resumed work . I’m still at home. Two weeks later, I received that sudden call, 6am in the morning, to resume work the following day. Oh how glad I was. I already know the benefits.

Getting there, I was hurriedly shown to my desk. I knew jack about the culture there. No one cared to show me. Everyone there keeps to themselves. Besides, the work is super-hectic. No time for slack. I tried to learn to be right and on point. I got it all wrong. Believe me, I was savvy and skill-smart, but not culture-smart. I got frustrated, and so I quit after few months, to pursue passion.

Organizations expect people to deliver but do a lazy work at baptizing them effectively with their expectations and culture. Many don’t even have a well articulated orientation policy for newbies. We’re in so much hurry to get results that we skip the fundamentals. I learnt later that the guy whose job I took, resigned also few months into his employment, hence i was called in hurriedly. The lesson today is simple. Teach your staff your culture, make sure they continuoisly understand and key into your core vision before placing expectations on them.

David Adeniji


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