An interesting blog post came to my attention the other day one that claims that more experienced staff need to parent the younger professionals within a firm. (Insert groan here).
Now, Im not saying theres no truth in what Melinda Guillemette is saying on her blog, Melinda Motivates I do think its the partners' and more experienced staff's responsibility to mentor their newbies, but to parent?
How many times did you teach the same lessons over and over, to your own children its no different in the workplace. You have to give clear, consistent instruction At some point, there have to be consequences for non-productive behavior as it is defined by your organizations leadership, she writes.
Yes to clear, consistent construction, but no to parenting and no to coddling. It's patronizing.Treat younger staff like the adults that they are and you are more likely to get an adult response. If they're on their phone texting or using Facebook who cares? Are they getting their work done? Are they present in the office? If they are not up to speed on the firm's culture or need some tips on being more professional, set a good example by illustrating that culture and those policies yourself.
And while yes, partners can and should teach their up and comers what they know, parenting is a whole different ballgame.
What do you think?