A Great Market Manager or a Great Meat Cutter has Passion for the trade, they build up their co workers, They Inspires, motive and push each other to be better. A bad manager or bad meat cutter has no Passion for the trade, hates the good ones, blames and complains about every thing. some of the bad ones can be turn around, some can't, Those that can't needs to be sent out the door.
I've worked for good and bad in my time. and learned a lot from both. how to treat people and how to not treat people.
the best was not afraid to let people learn parts of his job. it made the team stronger and also gave some of them a feeling of pride and ownership in the department.
I believe in keeping your cutters in the know, they can relate to the problems if are any in the market. the ones with no passion for the trade, blames and complains about every thing i get rid of even if I have to transfer them to grocery
-- Edited by Bill_meatcutter on Monday 14th of September 2015 05:25:55 PM
I believe in keeping your cutters in the know, they can relate to the problems if are any in the market. the ones with no passion for the trade, blames and complains about every thing i get rid of even if I have to transfer them to grocery
-- Edited by Bill_meatcutter on Monday 14th of September 2015 05:25:55 PM
What sort of complaints are you getting, or used to get?
My philosophy was the place should run as good when I'm gone, as when I am there. That means I was successful. It also meant not coming back to a disaster when I returned from vacation.
Transferring a problem cutter out of your department or out of your store was never an option for me. Our company's policy was "you don't spread a cancer, you cut it out." This could be difficult in a union environment, VERY difficult. I like to think I was very good in finding a niche for the problem guy, something he was actually good at, or liked. When I could not make that happen, I'd at least put him where he could hurt my department the least.
As to getting rid of someone, that required very thorough and consistent documentation and progressive discipline. That could be very frustrating because even when I provided the documentation, often management would drop the ball not following proper progressive discipline procedures. As a Meat Manager, or Chief Journeyman, I could only go so far before handing off to management. I could document the issues but I could not write anyone up of I myself could be terminated at the union's insistence.
Bill_meatcutter wrote:
I believe in keeping your cutters in the know, they can relate to the problems if are any in the market. the ones with no passion for the trade, blames and complains about every thing i get rid of even if I have to transfer them to grocery
-- Edited by Bill_meatcutter on Monday 14th of September 2015 05:25:55 PM
Transferring a problem cutter out of your department or out of your store was never an option for me. Our company's policy was "you don't spread a cancer, you cut it out." This could be difficult in a union environment, VERY difficult. I like to think I was very good in finding a niche for the problem guy, something he was actually good at, or liked. When I could not make that happen, I'd at least put him where he could hurt my department the least.
As to getting rid of someone, that required very thorough and consistent documentation and progressive discipline. That could be very frustrating because even when I provided the documentation, often management would drop the ball not following proper progressive discipline procedures. As a Meat Manager, or Chief Journeyman, I could only go so far before handing off to management. I could document the issues but I could not write anyone up of I myself could be terminated at the union's insistence.
Bill_meatcutter wrote:
I believe in keeping your cutters in the know, they can relate to the problems if are any in the market. the ones with no passion for the trade, blames and complains about every thing i get rid of even if I have to transfer them to grocery
-- Edited by Bill_meatcutter on Monday 14th of September 2015 05:25:55 PM
Around 1982, the company I worked for had a manager who had a bad reputation for being hard to get along with. He had transferred several people over the years. The company was tired of it and had finally realized that maybe he was the one with the problem. The manager had another guy he needed/wanted to get rid of. He knew they wouldn't do it. So he used another method. Instead of complaining about him, he kept saying how great he was! He convinced them to promote him to 2nd man at another store! Problem solved. Except I wouldn't want to do that. If/when I say someone is good, I'd really feel like a fool if they prove me wrong later. And this guy BTW, did prove to be no good at being 2nd man.
