The Commercial Appeal

Young office slacker puts owner in a tough spot

- ANNIE LANE Send your questions for Annie Lane to dearannie@creators.com. To find out more about Annie Lane, visit the Creators Syndicate website at www. creators.com.

Dear Annie: Iruna small real estate developmen­t firm with only three employees. I research and bring in the deals. My partner manages the dayto-day operations, and we have one general administra­tive assistant. At the same time, we work with and have relationsh­ips with everyone involved, including general contractor­s, architects, designers, Realtors and subcontrac­tors. At any given time, there are a lot of balls in the air, and attention to detail is critical, which brings me to my issue.

One of our biggest investors has a nephew, and because he wants his nephew to get some experience, he asked whether his nephew could work as an intern for us. I talked to the kid, and he seemed nice enough, so we hired him for the summer. Since then, he’s been a bit of a disaster.

The kid comes in late and leaves early. He is sloppy with his work, horrible on the phones and borderline illiterate through email. He’s the winning combinatio­n of entitled and incompeten­t.

I don’t want to upset the investor, but we’re a small, scrappy firm and this degenerate is sticking out like a sore thumb and creating more work than he is producing. I don’t want to bite the hand that feeds me, but I need to run my business. — Rock and Hard Place

Dear Rock: You’re wise to be cautious. When it comes to family, objectivit­y tends to go out the window. If you complained to your investor, he might become defensive, even if his nephew has the work ethic of a trustafari­an sloth. That said, he did want the boy to get work experience; surely, he can appreciate that constructi­ve feedback is part of that.

So offer the intern some specific pointers. His emails are terrible? Share examples he can model his after. He’s bad on the phone? Spend a few minutes each day roleplayin­g calls. If he doesn’t improve, give him tasks that aren’t customerfa­cing, such as scanning documents.

In the meantime, work on a diplomatic response to have ready the next time an investor tries to get a relative a job at the firm so you’re not between a rock and a hard place again.

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