New(er) managers often step all over this issue of fixing people. I know I did. Twice. Both situations ended in disasters. The lesson: it’s never your job to fix a difficult employee.

It turns out that regardless of your great intentions, powers of moral suasion, and investment in time, sweat, and tears, you cannot fix a person. The individual in question has to want to change. You can set the stage and provide the opportunities, but you have a lot less influence on this situation than you might think. (For more, click here.)

Do you agree with what the author says he should have done in the case he describes? Do you agree with his statement that “You are not in the business of fixing people. You are accountable for driving results.”?