Discussion: how to retain good deputies?

Keywords: Deputy Heads of management staff management communication career I is a large media company's departments and the sector as if dead Lake. Therefore, I find it difficult to get good talent. A year ago, I move to an outstanding Deputy, he seems to really like this work. Unfortunately, my boss's boss and now want to knock off him, and to ask for my opinion. I can't lose him. I can belittle his ability, took him in his dry longer, while also facing up to him?

Manager, male, 42-year-old

Lucy's recommendations

I feel a bit sorry for you. Not because your sector is a pool of stagnant water can become live;. Not because you want to lose a good second. Situation is always this: young people will never in stagnant water in question for a long time.

I feel sorry for you because you let all United Kingdom financial times more energy than the Reader immediately. They are a groundswell of opposition you arbitrarily considered that training (terrible wording) are your responsibility, if you want to play down his, that you are a dog.

Maybe this is the case. In my opinion, you are worried about the fact that prove your moral standards higher than all those typically will diminish subordinate impulsively.

In fact, your first priority is not a "talent", but rather that your sector as effectively as possible. Lose this person on your sector is a hit, you need to keep him. Not by lying, but rather to give your boss's boss positive explains why you need to keep him.

He may be dismissed because of stagnant water in the point of view is generally will not be ignored. But you probably will win the sympathy of one or two minutes.

More importantly, you have to think about the future employment of deputies of the policy. You can find stability, namely a bit aggressive not so strong, he will meet to stay stagnant water; or, you can also hire better people, like you will soon lose the deputies, but you know they won't stay for long. I do not know which policies better — depending on what you are administering.

Regardless of the way, I would advise you not to butt out of frustration.

Your suggestions

You are a fool

Oh, where do you start? your real problem is the loss of the man or are you not get promoted? you why at the end of the talent? station to the front, or bypass this team.

Not because your psychological Maginot line (Maginot Line) and restrictions on employee career development or to interfere with the larger interests of the company. Control yourself! this boss, you were sent to clearly understand that later in his team's recruitment decisions, you will have a greater say. In the person's business, discover and cultivate talents is an important skill. Use this skill.

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