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Saturday Business Solutions The Daily Star 19. Kawran Bazar Dhaka. Bangladesh e-mail: dstar@bangla.net Sarwar Ahmed, MBA (sarwar@asia.com) hosts this column. He heads a business sector of a multinational company in Bangladesh.

The Dally Star introduces a new business solution column, which appears every Saturday. While running your business, you come across problems and wish someone would help. This column will proride you with possible insights to solve your problems.

SMART SUBORDINATES

Q: Your last week's frustrated employee reminded me of my own frustration - as a boss, I have subordinates who talk smart but fall to deliver! Any suggestions beyond asking them to leave? Concerned boss.

A The easiest way out is what you say asking a non-performing subordinate to leave. Is that the solution? No, I'm sure you will agree.

Talking smart' indicates that you do have smart subordinates. That's a blessing already. Sit with them, individually and discuss and write in clear, transparent terms what you expect them to do. More often than not people are not clear what is expected of them. Formal job descriptions help but are soon filed and forgotten.

Write down together, what you want from your subordinate. Make a list. Agree on timelines and ask your subordinate If they have any difficulties with the list. While discussing the tasks, it will also clarify if your subordinate has the requisite training to do the asking.

Once done, follow up regularly. On Thursday afternoon, even If you would like to go off quick for the weekend, sit and review what was agreed and progress made.

More often you will find a competency gap - what you expect and what you get does not match. What do you do? Arrange formal training. Depending on the task, arrange inside or outside training.

It is the responsibility of the boss to make his subordinates compe- \ tent. We tend to forget this. Building competent subordinates who deliver what you want is your responsibility. How do you do it? Just follow the guidelines as outlined above. With the growth in competencies. your subordinates will respect you and enjoy doing their jobs.

Maybe your subordinate doesn't perform anyway. Sittings with them will help you assess their problems. Problems arising out of the office can be sorted out. Sometimes listening to personal problems help to blow away pent up 'steam'.

And of course, the real world also has subordinates who are smart, but will not perform. They are simply not 'fit' for the job in hand. For them, make up your mind - it is better to shake hands with them - and the sooner the better. It will be good for you. the organisation, and no matter how sad or cruel it may sound, In the long run good for the individual.

Making your subordinates smarter makes your life easier. In good times, you will be able to leave your office earlier on Thursdays with a peace of mind and satisfaction of making smart people smarter!