http://blogs.reliableplant.com/192/maintenance-leadership/ Blogs from ReliablePlant.com Mon, 13 Feb 2012 01:53:34 +0000 http://wordpress.org/?v=2.6.3 http://blogs.reliableplant.com/192/maintenance-leadership/#comment-6528 Jack Nicholas Sat, 26 Sep 2009 00:13:17 +0000 http://blogs.reliableplant.com/?p=192#comment-6528 Great Blog, Rex! I, too, had the experience in a start up of a program that demanded excellence, innovation and hard work. The larger departmental organization where the program started didn't provide sufficient talent to populate what became a greatly expanded group. We advertised and brought in the requisite talent from outside for about 80% of the positions that started at 10 when I arrived and topped out at 165. At one point we were criticized because some of our best talent would move on to higher paying and more challenging jobs than we could provide as we grew. This became a real plus, however, because many of these people were hired into organizations which either supported us or positively influenced our mission. They became our "champions" and supporters within their new organizations, many of which had resisted what we were trying to do (change the culture for the good of all concerned). The lesson learned was that when you hire good people and have not enough room for all of them to be promoted within your own organization, expect them to move on when they are ready. During their time with you they will have improved things significantly. They will be missed, but you find a replacement to take you organization to the next level of excellence. Those who have moved on may well help by identifying talent for new hires or direct resources to your control to further promote a mission that both your organization and the one they went to share or support. Great Blog, Rex! I, too, had the experience in a start up of a program that demanded excellence, innovation and hard work. The larger departmental organization where the program started didn’t provide sufficient talent to populate what became a greatly expanded group. We advertised and brought in the requisite talent from outside for about 80% of the positions that started at 10 when I arrived and topped out at 165. At one point we were criticized because some of our best talent would move on to higher paying and more challenging jobs than we could provide as we grew. This became a real plus, however, because many of these people were hired into organizations which either supported us or positively influenced our mission. They became our “champions” and supporters within their new organizations, many of which had resisted what we were trying to do (change the culture for the good of all concerned). The lesson learned was that when you hire good people and have not enough room for all of them to be promoted within your own organization, expect them to move on when they are ready. During their time with you they will have improved things significantly. They will be missed, but you find a replacement to take you organization to the next level of excellence. Those who have moved on may well help by identifying talent for new hires or direct resources to your control to further promote a mission that both your organization and the one they went to share or support.

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