Hiring Haste Makes Workplace Waste

It’s always a challenge when an employee leaves unexpectedly. She finds another job. He moves because his spouse took a position out of state. But when that employee was especially excellent or in a particularly critical role, it makes things even tougher. There’s work that needs to be done–important work, work with crucial deadlines looming and no one else to fill in. The pressure to hire and hire quickly works on you, gnaws at you, weighs on you. The temptation is to find the first warm body you can and throw that person at the work. I have one word for you: Resist.

One of the easiest and most common hiring mistakes is to hire a candidate you have doubts about just because you are desperate to fill a position. I don’t think I have ever seen this work. As a manager, you are trading a seemingly short-term fix for a long-term problem.

It’s hard, but the best thing you can do is wait until you have found the right person. It will be hard on you and the rest of the team to be short-handed for a while. But it will be easier on you and on the team if you find someone who is able to pull his or her own weight in the long run.

Otherwise you’ll have team members who resent having to pick up the pieces for the new employee who just can’t seem to get the job done or get it done right. And you will spend an inordinate amount of time trying to get the new employee up to speed, correcting the deficiencies and working through tensions in the team. As a result, the work might even be done as slowly as if the position were still vacant.

Ultimately, you will probably have to work through a way to help this person move on to another job, voluntarily or not. That is never a happy prospect, nor is it quick. Once again, you’ve lost time and effort on the important work that needs to be done.

Take the time to hire well the first time, and save yourself time, money and grief.
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Digital Dilemmas

Everyone agrees on one thing when it comes to the future of digital publishing. No one agrees.

Andrew Benneman, manager of the Digital Media Group of Chicago University Press (CUP), bravely lays out some thoughts on how publishers should think about their electronic future in a “free” webinar. (It’s free in that while it won’t cost you hard, cold dinaro, you will have to fork over your contact information.) If you have fifty-six minutes to spare, you can see the slideshow “Developing a Digital Distribution Strategy” with voiceover by Andrew here.

These were some of the highlights I took away.
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Accounting Mysteries

The accountants I work with are some of my favorite colleagues. It’s not their fault that accounting is backwards.

For example, “accounts receivable” is money other people owe you. And what does accounting consider this money to be that you do not have? An asset of course! And money you do have in the bank would seem like a good thing, right? Wrong. It is a liability if you have unpaid bills. No wonder eyes glaze over when accountants speak. (But as I say, it’s not their fault.)
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Easy to Get In. Hard to Stay.

“It is easy to get into publishing. It is hard to stay.”

I’ve mentioned this adage here before. The first half is drawn from the fact that virtually every facet of the publishing process can be outsourced with relative ease and relatively little expense. You can contract an author to write the book, a freelance editor to edit it, a typesetting firm to set it, a designer to create a cover, a printer to print it, a marketer to promote it, a distributor to sell it and an accountant to keep track of the money. You don’t need any employees. All you have to do is coordinate what everyone else does.
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Questions Editors Should Ask

Editors are responsible to bring new book ideas and proposals to the publishing committee. Previously I wrote about how weak books can kill strong books, especially if the committee has not been objective enough about a given project. Here are some additional questions editors can ask of themselves before they ever bring a book to the publishing committee.
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“Why Don’t You Just Publish Bestsellers?”

“Why don’t you just publish bestsellers?” I think everyone in publishing has gotten this question at least once. And don’t we all smile knowingly to ourselves that it is not quite that simple.

Of course, every once in a while someone comes along who thinks it is that simple. Here you will read about Jonathan Karp at Twelve who seeks after the Holy Grail of publishing.

Certainly he is to be commended for limiting his list to give every book the best chance possible (publishing only one title a month–thus the name of the firm). Every publisher knows that too many books can mean that each book does not get the editorial or sales, marketing and publicity attention it deserves. With over 290,000 new books published in the U. S. in 2006, all publishers have to ask if they are doing too many.

Of course, it is not necessarily the goal of every publisher to only publish bestsellers. For some the goal is to publish the best books of a certain genre and still stay in the black. Nonetheless, it will be worthwhile to check in with Jonathan Karp in three, five or seven years. For we can also lay alongside the common question noted above the dictum: “It is easy to get into publishing. It is hard to stay.”