demrea Posted March 21, 2012 Share Posted March 21, 2012 I have a new business, started in Jan 2011, involved in global trade. I have 1 employee, a contractor and a partner in the wing based in Asia.we are doing awesome, touch and go on the finances, but thats because I keep investing the profits into my buisiness. We are cash flow positive and will hit about 2m in sales! I am very proud because I believe there is no other company like mine and the market is spending well once they understand what we do. It's very unique niche and takes some explaining. They Asia partner has spent the last 6 months learning the nuances of my niche and it's a long learning curve even for experienced industry vets. Needless to say, he hasnt produced much but it's part of a long term vision for me and worth the investment for the business. A few weeks ago I give him a significant project and he is doing a great job on something that is building immediate value for my company. Asia is an ex pat from Canada who I have known many years and for this role, I don't want a local to be my Asia Director. This is one of 4 or 5 people on the planet I would trust and the others are not available. I could do the job if I was willing to spend a few weeks a quarter traveling for roughly the same amount it costs me on Asia director role currently. The problem is he is volatile with his mood swings and needs lots of cooling off time. It's a total disruption and the project is delayed for a week because of what I would call a tempertantrum. He refused to come to a major conference call because he didn't like the way I said something to him. I told him to suck it up and put on his game face, we were doing the call at 9pm here do he could attend from Asia. By not coming he wasted our time because we needed his update on the project and the rest of us in North America could discuss our matters during business hours. If I didn't love him like a brother, I'd fire him and move on. Right or wrong, I don't need the distraction and I'm not letting anyone stop my progress due to emotions and inability to play through it. What if that was a client meeting as important as this conference call? I need to know people can leave there blood on the arena floor if they expect me to sell equity to them. Is this unreasonable? I am going to tell him the last sentance and if he responds in a way that offers solutions to my concerns, fine. Most likely he will try and vent and show me why I'm wrong and etc... Which will just reinforce my decision to cut the ties. I will be disappointed and sad about it, I hope we can work it out. Any other thoughts? Link to post Share on other sites
purelydreamt Posted April 5, 2012 Share Posted April 5, 2012 basically what he is, is unprofessional. You simply don't act that way at work. YOu can act that way at home but not where you are employed. He is not an asset to the company. YOu have to learn to trust people in order to find someone better. Or boot him and do the work yourself. Link to post Share on other sites
Recommended Posts