Cinderella’s Big Foot

When I was a full-time manager, I ran teams that resembled dipping your hand into a box of Cadbury’s Favourites chocolates: mixed and varied.

I’ve always enjoyed diversity in my teams, even back when diversity wasn’t a sexy headline. Though more by luck than design; my overriding principle was to simply hire the best person for the role, regardless of all else. Diversity of age, sex, race and background, sure … but more importantly of attitude, ideas, views and skills.

Whilst coaching and progressing staff was something I pushed hard, I learnt a valuable lesson from one particular staff member. Let’s call her, “Miss Reliable”.

In our one-on-ones, I was initially frustrated by her lack of interest in development and change. I tried different approaches, different angles. But nothing worked. Then one day she said to me, “I’m not interested in any of that. I enjoy my work. But I don’t care about promotions. And I don’t want to go on any courses. I just want to turn up each day, do a good job, have fun with the team and go home.”

It was a lightbulb moment for me as a manager. I realised that whilst I might have had the right intentions around her development and progress, one size doesn’t fit all. Not everyone can cram their foot into Cinderella’s slipper. Or even want to. And nor should they.

This was when I truly embraced the concept of KNOW YOUR STAFF.

Regardless of your own agenda as a manager, not everyone in your team wants to be coached, mentored, promoted or upskilled. Sometimes you’ll simply get someone who likes their job, does it well – not necessarily shooting the lights out, but good enough – and is happy with their lot. Miss Reliable, I discovered, was open to improving skills relevant to her particular role, but no more than that. So that’s what we focussed on: how to maintain her enjoyment and happiness, and how to help her become (even) better at her job. Nothing huge, nothing earth-shattering … but important to her. Later on, we both laughed at my annoying attempts to coach her at other things. And we were both relieved once I’d recognised my failing and finally begun to focus on what she valued and was interested in.

The next morning? I threw out Cinderella’s slipper for good. I opened a shiny new store, where each team member got to choose their own set of shoes.

Know Your Staff: it’ll save you from frustration, and your staff from bunions.