Can anyone suggest some good standards?

I was watching Fat Electrician on Starbucks, and apparently even a company that size had an issue when Sr Management left to work on Development.

And, I think that’s a common issue for all companies. Founders get interested in creating - and entities are dependent on creating - but when you add an admin layer, how do you get them to understand they should bring problems they cannot solve, to Sr - without abandoning their jobs and trying to have Sr run the admin side, as well?

Does Sr have to stay until the system is so polished, that anyone can run it, because a diligent admin, who won’t get lazy, and is capable of creating a pleasant system for customers and employees is non-existent?

Should Admin be given set hourly expectations? I’m not a fan of hourly requirements- I want results not hours of toil.

Are admins not capable of controlling their own time?

For me it depends on what problem you're presenting to Senior execs.

I love the fact that in the military we have chain of command. I always present problems and ideas to the next highest person. Mostly because I want that same respect from the junior enlisted below me. Nobody wants to be surprised.

However, if after one or two times the issue isn't being addressed. I go higher. Often I'm met with irritation that I did so, but the chance was given. If I'm confident enough in my opinion of the issue and what I am presenting then there isn't a collar device (level of authority) that can't hear what I am saying. Often it's a universal truth.

If my JO (Junior Officer) has an issue with what I am presenting then I will just ask if they would prefer that we invite the CO to the discussion to see if it truly warrants attention. Of course I am certain at this point that is DOES warrant attention so at that time there isn't much that can be said about it.

The backlash is something to consider when you overstep, but if you're confident enough in what you believe in then that is inconsequential in my opinion. Many of my coworkers might say I am an ass, but they can't ever say that I am wrong or unfair, and that is a compromise I am willing to make.

ETA: the best advice I ever received was to approach any issue void of emotion. Does it piss you off? Maybe. Were steps skipped? Maybe. But evaluate the issue without emotion and determine if its valid or not. Then approach dealing with it the same way.

An easy fix is to buy and pay for the admin experience and skills that you need. A good admin knows the balance and actually is resourceful enough to fix the problems that doesn't need Sr. Management's attention.

Otherwise, you're going to have to hire the potential and spend time and effort to train the admin.

An alternative is to hire the admin without experience but potential and also hire an experienced admin who can train the admin with potential. Then you'll have two admins until the inexperienced admin becomes skilled enough.

Regarding what to raise and what to solve at your level, I believe most competent experienced people know that and shouldn’t need training to know where that line is. Junior people will need training and experience to know that - up to you if that is the better path (groom vs hire at the desired level). I personally have little interest in the folks that want to discuss everything … they are either lacking in the KSAs to do their job, lacking in confidence and conviction to make a decision and live with the consequences, or they are lazy and want to “talk with the boss” as a form of pseudo work… now a young person with intelligent questions trying to understand… I will spend as much time as necessary with them as necessary as most want to punch a clock and go through the motions without really understanding what they are doing.

Regarding, tasking I don’t believe in a “punch the clock” laundry list. I believe in communicating vision, intent, and priority. In settings where things must get done with certain periodicity I set daily, weekly, monthly, and quarterly tasking as general guidance as to what should be accomplished or checked on at those intervals. I want to develop thinkers… not rinse and repeat robots/task zombies.

quote:

Originally posted by ACTEG:
Regarding what to raise and what to solve at your level, I believe most competent experienced people know that and shouldn’t need training to know where that line is. Junior people will need training and experience to know that - up to you if that is the better path (groom vs hire at the desired level). I personally have little interest in the folks that want to discuss everything … they are either lacking in the KSAs to do their job, lacking in confidence and conviction to make a decision and live with the consequences, or they are lazy and want to “talk with the boss” as a form of pseudo work… now a young person with intelligent questions trying to understand… I will spend as much time as necessary with them as necessary as most want to punch a clock and go through the motions without really understanding what they are doing.

Regarding, tasking I don’t believe in a “punch the clock” laundry list. I believe in communicating vision, intent, and priority. In settings where things must get done with certain periodicity I set daily, weekly, monthly, and quarterly tasking as general guidance as to what should be accomplished or checked on at those intervals. I want to develop thinkers… not rinse and repeat robots/task zombies.

This is pretty much my attitude, just more eloquent. I call it the 'figure it the fuck out' method of problem solving. If you've tried & can't, then it's time to come to me. My 1st question will be 'show me what you've done'. If you respond like a deer in headlights because you haven't done anything, you'll probably end up sneaking your badge & phone to your desk at 2AM and sending bitchy text messages like last Thursday.

It can also work the other direction. If the Sr Management wants to be hands-off, but still know every detail, things will fail. Especially when 'knowing every detail' means getting 2nd guessed constantly. Why make a decision when you know it will be questioned shortly after?