No subordinate is perfect. One may be overly sensitive to criticism, another a loner, another abusive, and so on. Yet, since they are all working for you, it is likely that none is bad enough to fire. This is where mentoring comes in.
Mentoring requires you to learn about your subordinates. It takes considerable time. At first you may fear overstepping personal boundaries, assuming too much responsibility, or playing the role of God. But mentoring is simply good supervision. It has the same goal as any other aspect of supervision: to maximize your subordinates’ performance.
Start by observing your subordinate and those ...