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I Have an Employee Who Always Has a Reason Why It Can\'t Be Done - How to Set Clear Expectations, Hold People Accountable, and Have Difficult Conversations Without Micromanaging, Starting a War of Nerves, or Doing Everything for Someone Else Max Paradox

Język publikacji: angielski
I Have an Employee Who Always Has a Reason Why It Can\'t Be Done - How to Set Clear Expectations, Hold People Accountable, and Have Difficult Conversations Without Micromanaging, Starting a War of Nerves, or Doing Everything for Someone Else Max Paradox - okladka książki

I Have an Employee Who Always Has a Reason Why It Can\'t Be Done - How to Set Clear Expectations, Hold People Accountable, and Have Difficult Conversations Without Micromanaging, Starting a War of Nerves, or Doing Everything for Someone Else Max Paradox - okladka książki

Autor:
Max Paradox
Wydawnictwo:
SELF-PUBLISHER (Z chęcią przeczytam książkę w języku polskim)
Ocena:
Bądź pierwszym, który oceni tę książkę
Stron:
173
Dostępne formaty:
     PDF
     ePub
Grafika - publikacja stworzona ze wsparciem AI Publikacja stworzona ze wsparciem AI

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"The system was down." "Nobody got back to me." "The priorities changed." "I was waiting for approval." "I said I'd try."

If you manage people, you probably know the strange experience of listening to an explanation that makes perfect sense while staring at a result that still does not exist.

I Have an Employee Who Always Has a Reason Why It Can't Be Done is a practical, funny guide for managers who are tired of choosing between two bad options: micromanaging every move or eventually sighing, "Fine, I'll do it myself."

Max Paradox looks at what actually happens when accountability breaks down. Sometimes the employee is avoiding ownership. Sometimes expectations were never clear. Sometimes the manager keeps rescuing people so effectively that they have accidentally trained the team to bring every difficult problem upward. Sometimes the process itself is broken, authority is unclear, priorities collide, or a capable person is simply in the wrong role.

This book shows you how to tell the difference.

You will learn how to separate a genuine obstacle from the employee's response to it, turn vague promises like "I'll try" into real commitments, define what "done" actually means, and create escalation rules that stop every inconvenience from becoming a management emergency. You will also learn how to check progress without hovering, give employees room to make reasonable decisions, and stop rewarding endless activity when the real question is whether anything useful was actually finished.

There is practical guidance for the conversations managers often postpone: repeated missed expectations, recurring excuses, poor follow-through, unclear ownership, and the point where the fifth coaching conversation starts sounding suspiciously like the first. The book also explores the harder questions. Is this really a motivation issue, or is there a capability gap? Is the employee the problem, or has the organization built a process that makes reliable work unnecessarily difficult? When should you support more, when should you step back, and when should you admit that more coaching is no longer the answer?

The goal is not to create employees who never encounter problems. That would require reality to become dramatically more cooperative than it has shown any intention of becoming.

The goal is to build people who stay responsible after the problem appears.

Direct, practical, and written with observational humor rather than management jargon, this is a book for team leaders, managers, supervisors, and anyone who has ever heard a five-minute explanation of why something could not be done and quietly realized that they were now responsible for doing it.

This publication was prepared using tools that support the creative process, including artificial intelligence solutions. The final concept, structure and editing are the responsibility of the author.

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