A reader writes:
I run a small business that supplies a product to major companies. To keep the details anonymous, let’s say that we supply garments to a few mid-tier clothing retailers that you can buy in the mall. The problem is that one of my employees two levels down (he reports to someone who reports to me), Dave, behaves as though we’re making clothing for Gucci or Prada. This causes enormous production headaches. It means everything moves much more slowly through his department, because he is extremely conscientious about quality. That is admirable, but it results in things like being short with our subcontractors because they have not produced the products to his standard, even though they have produced them to industry standards. We’ve lost freelance designers because t…
A reader writes:
I run a small business that supplies a product to major companies. To keep the details anonymous, let’s say that we supply garments to a few mid-tier clothing retailers that you can buy in the mall. The problem is that one of my employees two levels down (he reports to someone who reports to me), Dave, behaves as though we’re making clothing for Gucci or Prada. This causes enormous production headaches. It means everything moves much more slowly through his department, because he is extremely conscientious about quality. That is admirable, but it results in things like being short with our subcontractors because they have not produced the products to his standard, even though they have produced them to industry standards. We’ve lost freelance designers because they’re being paid being asked to make Prada-level clothing for Old- Navy-type wages. He also causes many things to be done over or redoes them himself. This dramatically drives up the cost of what we produce. He should be producing 5,000 items a year in order to justify his salary but he only produces 3,000. This means we have gotten to a point where it actually costs us more to produce these products than we are being paid for them.
Both his manager and I have attempted to tell him directly that he is overdoing things. This angers him and causes him to dig in his heels. We’ve said, “You don’t have to redo this work. It was fine the way the freelancers produced it. Just concentrate on the big issues like the overall cut of the fabric.” What he apparently hears is, “What you do doesn’t matter. You’re wrong to be concerned about quality.” His reaction is to stay up all night and work through the weekend to try and increase his numbers instead of just not doing everything twice.
Dave’s heart is in the right place. This is tricky because it’s not like we’re asking him to do X and he refuses. We’re asking him to do X, and he does X twice and then adds Y and Z! How can I motivate Dave to take a step back and be more in alignment with the market tier we serve instead of driving up cost and increasing everyone’s aggravation by overdoing things? Or perhaps he is just a bad fit for this job?
I answer this question over at Inc. today, where I’m revisiting letters that have been buried in the archives here from years ago (and sometimes updating/expanding my answers to them). You can read it here.