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  1. #11
    Anew Leaf
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    Quote Originally Posted by InvisibleJim View Post
    Ahhh... bain of my life. It's important to gain an external view to 'the business' and not to carry these as personal agendas which are then enforced downwards. We have an ESTP sales director, an INTP technical manager here in the office and an ENTP owner working oversees. I can understand the problem.

    It's important to make the ideas of the 'business' the ideas of the 'employees' and vice versa. Many initiatives the ExTPs get involved in just piss people off rather than adding any value for them and they cry when they get negative feedback. Similarly the INTP manager is what I would call penny savvy but pound insane.
    Yes. I have the hardest time gaining that objective perspective outside of the situation. If I'm in something I am throwing my heart and soul and brain behind it. And being all Fi, it is very difficult to not take things personally. Like my employee who is quitting... she left me a note to tell me (passive aggressive), and I couldn't help but assume (yeah I know what assume means) that it was because of me... that I have failed at being the manager, I have failed at my job, etc. She finally told me her reasons for leaving and they are basically that she just wants to take vacations and sit at home with her husband.

    So perhaps what I really need to work on is my separation of self from what I am doing and not get quite so entrenched. Ugh, lol. My kingdom for being an ENTJ by day and an INFP by night.

  2. #12
    meinmeinmein! mmhmm's Avatar
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    Jul 2010
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    2,300

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    i run my own agency, started off as a freelancing gig,
    grew in to a partnership with a staff of 16 before we
    recently merged.

    starting out i was slightly obsessive about trying to
    systemise everything, might just be the residual effects
    from previous jobs, but a firm structure was what i knew
    i needed to keep me sane. doing the job itself, i had that
    down, now i just needed a way to effectively transfer
    knowledge to relatively young and inexperienced staff.

    because it was the day-to-day operations that i had to
    really make an effort to keep up with. more people = more accountability,
    and i couldn't be everywhere at the same time, so i needed
    checkpoints. just so i could always be up to speed with details intact.

    also when i first started hiring, i was only able to afford a first
    jobber's salary, trade offs were that the turnover rates were high.
    but we chanced on a few gems, and slowly and organically built
    the team.

    i just identified what my weak points are, and what i could do to
    prevent it from being exploited, tried to secure that as much as
    i could. and through spending time doing a lot of training new
    staff, it really helped me streamline the processes. just you know,
    put the adult hat on, and do the icky boring shit. it just saves
    a lot of confusion and money.

    and it was very fun bringing on younger people because of
    all the fresh perspectives they bring in--they' aren't bogged
    down by the limitations of the current industry's (creative industry)
    orthodoxy, but i had to be somewhat tough though at work.
    not being mean or yelling, but i'm very direct with the blunt truth,
    which they always take it as some sort of rude awakening, but you
    know, gotta call out this stuff, especially with inexperienced staff,
    so they learn. so we all speak the same language of expectations
    and desired outcomes. fundamentals. building blocks of fun.
    every normal man must be tempted, at times,
    to spit on his hands, hoist the black flag,
    and begin slitting throats.
    h.l. mencken

  3. #13
    Anew Leaf
    Guest

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    Quote Originally Posted by mmhmm View Post
    i run my own agency, started off as a freelancing gig,
    grew in to a partnership with a staff of 16 before we
    recently merged.

    starting out i was slightly obsessive about trying to
    systemise everything, might just be the residual effects
    from previous jobs, but a firm structure was what i knew
    i needed to keep me sane. doing the job itself, i had that
    down, now i just needed a way to effectively transfer
    knowledge to relatively young and inexperienced staff.

    because it was the day-to-day operations that i had to
    really make an effort to keep up with. more people = more accountability,
    and i couldn't be everywhere at the same time, so i needed
    checkpoints. just so i could always be up to speed with details intact.

    also when i first started hiring, i was only able to afford a first
    jobber's salary, trade offs were that the turnover rates were high.
    but we chanced on a few gems, and slowly and organically built
    the team.

    i just identified what my weak points are, and what i could do to
    prevent it from being exploited, tried to secure that as much as
    i could. and through spending time doing a lot of training new
    staff, it really helped me streamline the processes. just you know,
    put the adult hat on, and do the icky boring shit. it just saves
    a lot of confusion and money.

    and it was very fun bringing on younger people because of
    all the fresh perspectives they bring in--they' aren't bogged
    down by the limitations of the current industry's (creative industry)
    orthodoxy, but i had to be somewhat tough though at work.
    not being mean or yelling, but i'm very direct with the blunt truth,
    which they always take it as some sort of rude awakening, but you
    know, gotta call out this stuff, especially with inexperienced staff,
    so they learn. so we all speak the same language of expectations
    and desired outcomes. fundamentals. building blocks of fun.
    Thank you for your input mmhmm!

    You have a lot of great stuff in here too. Glad to also know I am not the only NF in a managerial position around here.

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