“They were extremely helpful as I learned the ropes.” She recalls making a few, “Hey, I’m lost and I need help,” phone calls to the HR staff in Spokane. “No one really teaches you that kind of stuff,” said Rinkel, who worked closely with Wilbert Precast’s Spokane branch, where much of its HR operations are based. That was, until it came time to learn how to tackle human resources duties like hiring, firing and promoting workers. Because she had already been working with members of that team for several years, and had good working relationships with all of them, the transition went smoothly. ![]() And with that, Rinkel found herself as a first-time manager of a sizable team. When the Wilbert Precast management team was reorganized, she was promoted to manager of one of the firm’s branch locations. Rinkel, who is currently in the 2018 Leadership NPCA cohort, said she started her management career by overseeing just a handful of workers in the quality control department. But I don’t typically take that route unless it’s absolutely necessary.” ![]() “However, if I need to flex that muscle and say to someone, ‘Yes, I’m the boss and this is how things are going to be,’ then I can. “I never ask someone to do a job that I wouldn’t do,” said Rinkel, who heads a 42-person team that includes office and plant employees. Rather, the assistant chief of operations for Wilbert Precast and manager of the firm’s Yakima branch prefers to be seen as a teammate, even if it means having to roll up her sleeves and take out the trash, sweep the floor or just lend a sympathetic ear to an employee who is struggling with a personal challenge. In order for first-time managers to buck the 50-60% failure rate and transition themselves into successful leaders, those who have been there and learned what works need to empower, mentor and guide them.īrandy Rinkel doesn’t think of herself as a boss.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |