Page 42 - midJersey Business - January 2015

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KNOW YOUR TEAM

The three diferent lavors of employees |
Mby Kim Seeling Smith

ike was the CFO of a lem. The way the department was set up roles were a substantial waste of talent

large manufacturing he had to spend all of his time looking at and individual skill sets and having a
company in Texas. He the past instead of working with the CEO negative impact organizationally. So, he

was an outstanding to plan the future. He also found himself reorganized the department and priori-
executive, and he ac- working 70 to 80 hours per week.
tized his time.

cepted this position Mike knew this was unsustainable for He decided who were his high-poten-
because it suited his strengths to a tee. several reasons. He was not using his tial staf members—his critical people—

The company was looking for a very talents and would eventually become and redesigned their job descriptions
strategic head of inance who could work disengaged and frustrated. He was also to allow them to take on more crucial

in partnership with the company’s CEO not doing what he was hired to do, which
projects. He found the squeaky wheels on
the staf and provided essential training, to take market share in existing markets, would quickly become a source of irrita-

and then he determined who needed a bit enter new markets, and diversify its tion to the CEO and detrimental to the

of motivation or to be moved on.
product line.
company as a whole.
Mike had identiied the “lavors” of his When Mike started his new job, he He assessed the situation and discov-

employees.
quickly realized there was a huge prob-
ered that a few of his employees’ current

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