Dealing with older subordinate

[angel.eyes]

I'm glad to hear HR is actively involved. As a compassionate person, I'm sure this is a very tough place to find yourself.

 

Incidentally, have you given any thought to a backup plan should he stop working for whatever reason? You have set yourself impressive sales targets. Can you achieve these solo? If not, are there other personnel who can step in should his position become vacant?

[Thicke2013]

I'm glad to hear HR is actively involved. As a compassionate person, I'm sure this is a very tough place to find yourself.

 

Incidentally, have you given any thought to a backup plan should he stop working for whatever reason? You have set yourself impressive sales targets. Can you achieve these solo? If not, are there other personnel who can step in should his position become vacant?

 

We are interviewing for someone to be in an assistant type position knowing full well that his days/years are numbered due to his health issues. So far we have interviewed 6 people and I have it narrowed down to 2 people that I think would be best suited for the position. I hope to have one of them hired and in place by the end of the month.

 

 

As a little update to it all. I talked with him once more and let him know that myself and others had seen him napping on the job. He doesn't deny it and really didn't make any excuses other than to say he was tired a lot. I told him that I understood but that it was his responsibility as an adult to make sure that he doesn't doze off at his desk. He apologized and said he would try to do better. I caught him napping again this morning and so did my boss. As far as I'm concerned now, my superiors know about it and if I catch him I will wake him, and then notify them. Above and beyond that, whatever they choose to do with him I will live with.

[empresario]

I didn't read all of the responses, but I'll put in my 2 cents.

 

 

First off, tread softly. If no one has mentioned this...it could be the result of another medical condition like narcolepsy? Even if undiagnosed, there can be severe legal action if you 'discriminate' against him. I say that as a pretext to what I'm about to go into.

 

 

As a long time manager and culture developer...here is what I know. If this is just him disrespecting you, it doesn't boil down to your age, what you do, or the job he's doing. It's about respect. Does he get it? Does he want it? Does he have the capability to do it? When someone understands what they do and the organization's values and goals, you never have an issue. Hiring slow and firing fast to your culture is pivotal. You can respect him all day...but it has to be reciprocal.

 

 

Invest in resources to help you become better at LMA (leadership, management, and accountability). The way you approached this was as a friend...because you didn't want to step on his toes. That's a bad precedent. Here is some tough love: you need to stop worrying about his feelings. Have you ever had to fire anyone? Have you ever reprimanded anyone? Being tough on people never makes them hate you. Or I should say, holding someone accountable never makes them hate you. It usually makes them respect you. At the end of the day, if you've empowered someone at their job and you still have to fire them...they will thank you.

 

 

I don't know, I just jumped around to about 40 things. I've been a leader since I was 21 and have started multiple companies. If you'd like any specific advice let me know. Right now I'm just bouncing around thoughts.