In our last two articles, we discussed the value of a technician and steps you can take to improve the success of your new hires. For this discussion, we are going to assume that you have a new hire coming into your department today. What are you going to have him do? What is the plan to get him up and functional as a technician as quickly as possible?
Too many times, a new technician is brought back to the service manager’s office and they visit it for a while. Then because the service manager does not have a specific plan, and there are three people lined up to see the service manager, he calls a technician in and has that technician take the new employee with him for the day.
This pattern may continue until the new technician goes to school. The result is a waste of the new technician’s time, the service manager’s time, and a less than optimum outcome.
The first step in solving the issue is to develop a new hire...
When someone gets promoted to a supervisory or managerial role, they might think they automatically become a leader. Nothing could be further from the truth. They may have become the boss, but that doesn't make them a leader, and acting like a boss can damage team morale.
Leadership is a process of social influence, which maximizes the efforts of others towards the achievement of a goal. We will consider three separate points in that statement.
First, leadership is a process of social influence. Leadership does not relate to a title or position. A leader can be anyone that can influence others.
Second, a leader maximizes the efforts of others. Because they have influence, other individuals are willing to be led by them, and they listen to them.
Third, a leader is heading toward some goal. People won't follow someone who is wandering around and not going to a specific place or goal.