The struggle of enterprises trying to survive. This series of posts first explains why I decided to re-post Staff reviews. When I put Kyle in charge of operations, I decided I wanted to build a better relationship with him than with a veteran. Although the veteran had been working with me for 18 years at the time, there was no personal connection between us. I did not give him guidance and he did not ask for help. As a result, the store fell into the old, dysfunctional business model that he thought was comfortable. Changed the leadership of the store and I also decided to change my behavior. I decided to be more active in guiding Kyle than veterans. To that end, I told Kyle that I wanted to meet him every Friday afternoon, talk about what was going on in the store, talk about ideas, and to make sure he knew how to interact with others when he was in charge. Although Kyle has a lot of ability, he has no management experience. Before arriving at my door, he worked as a worker in many shops. Like many small woodworking shops, his former employer was poorly run and was only one step away from bankruptcy. I know exactly what this surgery is like because I have been doing it myself for years. Our meeting on Friday proved effective. Kyle was easy to talk to and was willing to give honest feedback on my suggestions and put forward his own ideas. We quickly established a good working relationship. This translates almost immediately into changes in the workshop. Kyle identified best practices and made sure everyone used them. He led a thorough clean-up of the store and cleared the debris accumulated for 10 years. He began to move around people and machines to build a more efficient workplace. Most importantly, he helped me choose a new employee and then took charge of the training himself. Since he took office, we have added four Workshop workers, all of whom have become excellent workers -- The success rate that veterans have never achieved. I think everything went well in the fall of 2012 and the following winter, even though I can see the veteran become more silent and depressed. I don\'t like to see anyone unhappy and I feel sorry for him. On the other hand, I don\'t seem to have anything to help him except to bring him back to power. I wouldn\'t have done that. I started the story from Kyle telling me that some workshop workers were unhappy and proposing that we conduct employee reviews. It took three weeks to determine a format after the suggestion from kyle Woods. Upon completion, we discussed how many comments could be made in a day. He thinks we can do three, but I warn him that they need to take longer than he expected and we should do one every day. We will finish everyone in three weeks. We signed. When it happened, the first person to be reviewed was a new employee trained by Kyle. They all seemed happy to work for us without any complaints. We have no complaints about them. They all did a good job. In the second week, we mixed the second wave with the office staff ( I explained these groups in my post on Tuesday). Again, there are a lot of suggestions but not a lot of complaints. People seem happy to be reviewed and they think the process is fair. One of the questions in the discussion section is about Kyle: Do you have any suggestions to improve the effectiveness of Kelly? We got the same answer from a few people: clone him. Many people in the workshop have a very specific suggestion -- Kyle stopped operating our CNC machine, which uses computer control to cut the parts of the table. Parts are then distributed to individual workers for further assembly. We have been using this machine since 2005 and in 2008 we hired a dedicated operator to run it all day. The position was canceled when we scaled down and the job was taken over by veterans. I don\'t know why he chose to run it himself. He never asked me this question. But I guess this is to enable him to make sure that the parts needed to complete each job are ready when he wants it. Andy, my engineer, gave him a preliminary training to operate the machine. While Andy hardly took the time to run the machine, he received some training when we purchased the machine and he was responsible for writing the code that drives the machine. The veteran never seemed particularly interested in the machine, but Kyle was interested in it and wanted to fully understand it. This is a complex device and a key part of our operations. So Kyle started running it, which began to take up most of his day. Six of the staff reviewed said he should do something else. It\'s okay, but who will operate the machine? It turned out that a new employee was fascinated by this and asked for the opportunity to become an operator. He is not technically educated and has not gone to college, but we like his professional ethics and no one else has asked for the position. Let\'s call him a CNC prodigy, which should let you know how he works. By the time we get to the last review, Kyle and I have had enough. Because we have a lot of problems with the format we choose, it will take at least 2 hours for each review, and some will take more than 3 hours. I have a lot of knowledge about every worker, and in the end I am well aware of how happy this store is. Most people have questions about the direction of the business, and Kyle and I spent a lot of time filling in what we met at our regular meeting on Monday. Some people are not satisfied with their wages. This fact will lead me to profit -- The sharing procedure after the review is completed. Many people notice that veterans are not happy. This is clear in his comments. Kyle and I have discussed it beforehand and we are all nervous about how things will develop. I still feel sorry for him and I want to do something to cheer him up. When he walked into the room and had to face two people who controlled his work and life, he looked like a beaten man. As usual, it is difficult for him to speak. In the end, he said very little. His comment sheet represents him: he thinks the store is in the wrong direction and he has no confidence that things will get better. Kyle and I explained the changes we were planning to make and then ended up with a proposal to improve his prospects: We would train him to work in the office if he wanted, write the code to run the CNC machine. He has been operating it for four years and presumably he knows its capabilities better than Andy, the engineer who is writing code now. There are several considerations attached to this proposal. We can\'t let him move into the office full time, and we can\'t do that right away. The only person who can train him to write the code is Andy, who is already very busy. This is a small Classic. Business issues: we need more trained workers because our workers are overburdened, but the only people who can get the training don\'t have the time. I told the veteran that we must do our best. I also told him that this job requires good computer skills and I don\'t know how skilled he is, but we will see what he can do. I have questions in private. Unlike many other workers, he never went to the office to surf the Internet at lunch. He doesn\'t have a cell phone and I never get an email from him. Also, I doubt the veteran will show enough creativity to be an effective engineer. Because we do a lot of custom work, we rely on our engineers to solve many problems. solving. This is not his strength in the store. But out of respect for his years of reliable service, I made this offer to him. He accepted it and it seemed to cheer him up. He stood more straight than when he came in. After completing all the comments, Kyle and I discussed the experience at our meeting on Friday. We agree that this is a huge pain, but it produces useful information. I\'m glad to have the opportunity to talk to someone new. I am happy that, in addition to veterans, the members of the old guards seem to be satisfied with their work and look forward to further development of the company. The second wave seems to be the same person as the office staff. set. These new employees, the army of kyle Cheshire, are happy to work. I am very happy to find someone who is excited to run the CNC machine. Thursday: There was a problem in our second round of employee reviews. Paul Downs founded the furniture manufacturer of Paul Downs in 1986. It is located outside Philadelphia. You\'re the boss who provided an insider on the small- Ownership of the enterprise. It gives business owners a place to compare notes, ask questions, get advice and learn from each other\'s mistakes. The blog also provides an analysis of policy issues and offers investment advice. The last piece of \"You are the boss\" was published on December. 23.