Alan Crone

It starts with Designing the position, understanding that unicorn that you need in that position, recruiting to that, and then train, train, train. It takes some time. It takes weeks and weeks and weeks of training, of mentoring to get that person up to where you want them to be, but it's worth it.

It starts with Designing the position, understanding that unicorn that you need in that position, recruiting to that, and then train, train, train. It takes some time. It takes weeks and weeks and weeks of training, of mentoring to get that person up to where you want them to be, but it's worth it.

I think the first thing is if I'm a mid-level manager and I've got six to 10 people in my organization and I don't know how to manage them, I'd get into a growth mindset and take some classes, get some training, even if I have to pay for it myself. I see managers that have absolutely no idea how to lead someone and coach someone to success other than just saying, here's the KPI.

I think the first thing is if I'm a mid-level manager and I've got six to 10 people in my organization and I don't know how to manage them, I'd get into a growth mindset and take some classes, get some training, even if I have to pay for it myself. I see managers that have absolutely no idea how to lead someone and coach someone to success other than just saying, here's the KPI.

If you don't meet it, you're gone. I think that's a deficit. in their training and their understanding of what their other options are. All right, well, that's a certain way of management. That's probably not going to get you, that's not sustainable. That's one thing that can be done is really try to get some training and understanding how to do that. The other is, and I'm a broken record on this,

If you don't meet it, you're gone. I think that's a deficit. in their training and their understanding of what their other options are. All right, well, that's a certain way of management. That's probably not going to get you, that's not sustainable. That's one thing that can be done is really try to get some training and understanding how to do that. The other is, and I'm a broken record on this,

mission. You get somebody to buy into what it means and what that means not just to the business, but you just created 10 jobs, which is 10 families, maybe three kids that weren't going to go to college now are going to college. That is the kind of motivation that gets people up in the morning. Those are the people that you want working for you.

mission. You get somebody to buy into what it means and what that means not just to the business, but you just created 10 jobs, which is 10 families, maybe three kids that weren't going to go to college now are going to college. That is the kind of motivation that gets people up in the morning. Those are the people that you want working for you.

It's not just me making a quota, but it's me making somebody's life better. They've got a higher motive than just working for the company. So Those are just two ways, I think, that we can solve that problem. It's going to take a mind shift. It may take a little bit of stepping back and saying, look, one issue that I deal with in my law firm all the time, and I think people

It's not just me making a quota, but it's me making somebody's life better. They've got a higher motive than just working for the company. So Those are just two ways, I think, that we can solve that problem. It's going to take a mind shift. It may take a little bit of stepping back and saying, look, one issue that I deal with in my law firm all the time, and I think people

across the board, there's not many metrics for it, and that is capacity. Because at some point, if you've got a team and that team is trying to do the work of three teams, again, that's not sustainable. But most people have no idea what their capacity really, really is. And you find out someone's capacity when they come to you and say, I don't care what the money is, I can't do this anymore.

across the board, there's not many metrics for it, and that is capacity. Because at some point, if you've got a team and that team is trying to do the work of three teams, again, that's not sustainable. But most people have no idea what their capacity really, really is. And you find out someone's capacity when they come to you and say, I don't care what the money is, I can't do this anymore.

Particularly for small business people, it's okay in the short term, but it is not sustainable long term.

Particularly for small business people, it's okay in the short term, but it is not sustainable long term.

Well, the first thing is, no matter how big your organization is, you need an employee handbook and you need written job descriptions for every position for all the reasons we've been talking about. It's one of those things that you say that to operations people in a business and they, oh, job descriptions. And it's one of those check off kinds of things. No, no, no.

Well, the first thing is, no matter how big your organization is, you need an employee handbook and you need written job descriptions for every position for all the reasons we've been talking about. It's one of those things that you say that to operations people in a business and they, oh, job descriptions. And it's one of those check off kinds of things. No, no, no.

This is a great business tool because you really need to make sure that what you say people are doing or what they actually are doing. And that is so important, whether it's compliance with the Americans with Disabilities Act, the Fair Labor Standards Act, Title VII, all those things, the first thing that a plaintiff lawyer is going to ask for and discover is, give me the job description.

This is a great business tool because you really need to make sure that what you say people are doing or what they actually are doing. And that is so important, whether it's compliance with the Americans with Disabilities Act, the Fair Labor Standards Act, Title VII, all those things, the first thing that a plaintiff lawyer is going to ask for and discover is, give me the job description.

If the job description is wrong, a good trial lawyer can just make you look silly because your job description is wrong. I could do a whole show on job descriptions. So that's the number one, job descriptions, employee handbooks, which is another way of saying, communicate your expectations and communicate your standards.

If the job description is wrong, a good trial lawyer can just make you look silly because your job description is wrong. I could do a whole show on job descriptions. So that's the number one, job descriptions, employee handbooks, which is another way of saying, communicate your expectations and communicate your standards.