You extend an offer to your new hire, Brian, and he happily accepts.
Now you have your new employee, and he needs some training.
You spend a few days working closely with Brian, showing him the ropes of your business and going over what is expected of him.
Even once the training is done, you still spend extra time with him in the beginning, just to be sure he knows how everything operates.
Once Brian begins to work autonomously, you can get back to your normal duties, now that you have one less thing on your plate.
Everything seems to be going well at first – Brian has started a marketing campaign, and even brings in a few more customers!
It isn’t until the end of the quarter that you realize Brian has spent more on marketing than you had budgeted for. You hope that this is just a small oversight and plan to discuss it with him.
For the next quarter, you have to cut back on some expenses to make up for the extra marketing budget, so you take a small cut in pay.
You give Brian a second chance and allow him to continue running the marketing department, only checking in from time to time.
At the end of the second quarter, you are not seeing results from the marketing campaign, and consequently, profits have dropped.
Brian says that things will rebound, and that they need more time, and you believe him. However, you have to cut back some more, and so you begin scaling back the hours of some of your other employees.
Not happy about the reduced hours, the quality of work from your other employees begins to suffer. Customers begin to complain, and before long, you’ve lost a few of them.
In turn, this leads you to terminate a newer employee, as you are no longer able to afford to pay them.
You decide that marketing needs more of a hands-on approach from you, so you begin to micro-manage Brian to attempt to right the ship. This takes more time on your part, and he is not happy with the extra scrutiny.