Problems with Hiring the Turncoat
Problems with Hiring the Turncoat
Based on his insightful comments and writing skill along with his business contacts, Gary was hired away for an increase in pay to a competing business. He immediately began trying to persuade his old contacts to move their orders with him. He met with little success.
Gary’s old clients remained firm in their relationship with his old employers. Not only that but, those clients let the old employer know what Gary was doing. He was using disparaging remarks and comments. Next, he was unable to duplicate his popular articles. It seems he originally, he had professional help. The articles based on his rough notes were ghost written. The ghostwriter was a personal friend of his old employers.
Gary’s new employer was left with an unsuccessful employee. They received far less than what they thought they had hired. Gary was let go. He immediately tried to get his old job back, not knowing that his antics had already been broadcast. He was not rehired.
There are two morals to be learned here:
If you are an employee looking to move up, develop your own skills and make yourself more valuable to your employer
If you are an employer hiring what you believe is a qualified employee, look beneath surface comments and stated skills
There are two other morals as well, which are beneficial to all. I don’t think Gary learned them, but he should have. Speak well of everyone, and never burn your bridges.
Problems with Hiring the Turncoat - To learn more about this author, visit Don Doman's Website.
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On the surface Gary looked like a really valuable employee. He was employed by a well-established regional business. He was a published author in a state-wide industry, monthly publication. He had contacts in both large and small population markets. Gary was paid well, but he wanted more.
Based on his insightful comments and writing skill along with his business contacts, Gary was hired away for an increase in pay to a competing business. He immediately began trying to persuade his old contacts to move their orders with him. He met with little success.
Gary’s old clients remained firm in their relationship with his old employers. Not only that but, those clients let the old employer know what Gary was doing. He was using disparaging remarks and comments. Next, he was unable to duplicate his popular articles. It seems he originally, he had professional help. The articles based on his rough notes were ghost written. The ghostwriter was a personal friend of his old employers.
Gary’s new employer was left with an unsuccessful employee. They received far less than what they thought they had hired. Gary was let go. He immediately tried to get his old job back, not knowing that his antics had already been broadcast. He was not rehired.
There are two morals to be learned here:
If you are an employee looking to move up, develop your own skills and make yourself more valuable to your employer
If you are an employer hiring what you believe is a qualified employee, look beneath surface comments and stated skills
There are two other morals as well, which are beneficial to all. I don’t think Gary learned them, but he should have. Speak well of everyone, and never burn your bridges.
Problems with Hiring the Turncoat - To learn more about this author, visit Don Doman's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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