Don't take this the wrong way, but you sound like an Analyst who's been given a little more responsibility and it's gone to your head. I know the feeling and it can be frustrating. You have to remember that you're not the MD, you're still an Analyst. Getting pissed off and making rash decisions that will annoy the other Analysts isn't going to help the situation. Pull the kid aside and talk to him like an adult.

Shut the fuck up man.

Dump a load of work on they young guys.

this is why you need to hire analysts from targets. they really know how to lick some boot.

Dude, ive dealt with shit for years. I dont eve work at my business on a day to day basis and I have to step in and dump shit on people to get them in line.

@UFO...

The situation you describe in your 2nd post is a lot different from what I thought the situation was after reading the original post. Originally, it sounded as though the new Analysts were asking a lot of questions, maybe weren't caught up to speed quite yet, and you wanted to "show them who's boss" by dumping a bunch of dumb, meaningless shit on them. It's a completely different story if they're screwing up work, coming in late, leaving early, telling you to "do it yourself", etc.

Part of the problem (and this happens everywhere) is that the other Analyst perceives you as an equal, not their boss. Perhaps this is because your boss hasn't made it absolutely clear that, while both you and the other Analysts are both "Analysts", he still reports to you. I really don't know the full situation. But, if you think you've done what you can to help them and they're still fucking around, it's time to let them go. There's plenty of kids you can find who would be happy to bust their ass. Is there an Associate or VP that you can discuss with, without going straight to the MD?

this is fucking fantastic. I've always wanted to work for a boss like this, as backward as that sounds.

I basically set the tone of what is expected out of a new entry-level analyst during the interview process. I outline exactly what a new-hire would be required to know and accomplish in a 3/6/9/12 month timeline. I take this doc and stick it to the new-hire's cubicle wall. I also tell the new guy he can ask me dumb questions within the first 3 months because he willl be clue-less, and that I would be very concerned if he didnt (this includes how to work a fax machine). In the rare event that I have an analyst who just doesnt get it, I talk to him in private and tell them exactly what the issue is and how to remedy it. I make it clear that I am obligated to give them mentorship, the firm is obligated to give them money, and all we ask for is honest work in return.

It irritates me that some of you find the "Ari Gold - Douche God Boss" approach to management appropriate. You sad fucks probably had the unfortunate experience of being abused by your employers and you've been conditioned to think that that's just the way it is, or you watch too much Entourage. Now you reciprocate the cycle of stupidity by treating your subordinates poorly. Expect your career to flush like a turd of mediocrtiy down the toilet bowl that is the financial services industry.

@ OP - My advice to you is to walk into your MD's office and tell him you are simply not prepared to manage people, because that's the truth. You'll save a lot of peoples' time doing this. Your employees cant figure out a fax machine? Well then hire kids who can, pal.

You are correct in some points however that only works when the boss has an obvious position of authority. It does not work well when a younger boss who is close to the same age as his underlings or with older employees. You have to take the punch them in the face approach. This industry is highly compettive if you can't take the abuse GTFO. The truth of the matter is that we are surrounded by so many highly motivated people that we often assume that is how the rest of the world is. I'll make this short, it is not that way at all. I have too many employees that are total fucking morons and you have to ride their ass every hour of every day for them to do their jobs. No one wants to be the "Ari Gold" type of boss but the fact of the matter is that the majority respond best to this type of personality.

People suggesting that OP give the kid the hairdryer treatment probably aren't at BBs or large funds. At my firm, if anyone besides an MD (or a ridiculously successful director) tried the "Ari Gold approach", they'd get themselves in more trouble than the person being yelled at. Some of you might call it pussification of WS, but it's the truth.

If you're not an MD, the best approach is to make it clear you're disappointed in a firm manner (sometimes, well chosen words can sting more than yelling). Most analysts are competitive enough to never want to let anyone down, and will get their shit together. If they're still showing attitude, I'd just wash my hands off them and let them sink.

What's the salary range in Operations?

Are you working as a bartender because you extremely need the money ?

By the way, what is that obsession with non-profit and founding one?

Lot of guys have mentioned it on this board and they have also talk about how useful it is for business school

This is on point. The associates I respect the most and work hardest for are the ones that lead by example - they don't just push all the shit work they don't want to do on me, they stay just as long or longer, they don't create (much) bullshit work solely to impress the VP, they're not "under" jumping into an Excel file and making minor changes. Their interest is in completing the task as a team so that we both can go home.

HBS material in my opinion... SB for you... It's a failure in your leadership if you chew someone out without having set clear expectations of performance beforehand.

UFOinsider, did you say you wanted to go to business school?

Relevant essay question you would have to answer from this year's Wharton MBA application
Discuss a time when you faced a challenging interpersonal experience. How did you navigate the situation and what did you learn from it? (600 words)

Relevant question your references would have to answer for your Wharton MBA application:
Please provide an example of a time when the applicant was particularly successful at interacting with others in a team (employees, peers, managers, etc.); how was the applicant successful? How does the applicant compare to his/her peers in this dimension?

bonobochimp is right, and I do the same at my work. But not everyone is like this, there some sociopaths / unbelievable douches that do not understand a single fucking word.

Ufo, you have no option but to figure out how to deal with it yourself or ask someone more experienced / senior in your team for mentoring (which would be good for you either way around). You started with being nice with those guys, get tougher gradually until they understand or quit.

Eddie is epic

I have to say I have no real management experience whatsoever, so what I'll try and do is tell you about the qualities that I really liked and respected about my higher ups. Anyway, feel free to ignore it.

It seems to me you are not very specific. You need to tell the analyst exactly where he fucked up and show him how to do it properly, and it's VERY important that you take the time to do it. Even if it's something as stupid as using the fax machine. Also, you need to be very clear about the fact that if he fucks up again on the same thing it's on him. That will create a dynamic where he will be comfortable enough to come to you with doubts and accept criticism on his work, but he will also listen to the answers because he will know that you will only help him once. It's also important that you don't do the job for him instead of teaching him, which is a common mistake. It will take longer, but it will save you time in the long term. So instead of getting crap work and fixing it before delivering it to the MD/VP whoever, what I'd do is go up to the guy and tell him to grab a chair, sit next to you and show him how you do it properly, and how it's different from what he did before. But you can't just tell him "Hey listen, your work is unacceptable and you really need to improve", because reality is he doesn't know better. Also be sure to recognize when he does something right. Considering you're an analyst like him, which seems to be part of the problem, try to do it in a more subtle way. Continuing with the previous example, instead of "Hey you, grab a chair and come over here, I'm gonna show you how it's done" use something like "Hey man, I've seen your presentation/spreadsheet/whatever and I think we can improve it. Why don't you come over and we work on it so we nail it tomorrow?" If the guy really is an asshole like you think and refuses to learn, or directly says "No" when talked like that, just leave him hanging, when the boss asks say you thought the work was faulty, offered to help but he wouldn't let you.

When you become an associate, don't be afraid to use the direct approach and harsher words. People don't respect and like bosses because they are nice, they do BECAUSE THEY ARE FAIR. If you are just nice, they will take advantage of you, if you are an asshole for the sake of it they'll hate you. You need to tell them when they screw up, and also when they do a good job. If you use the same enthusiasm to reprimand him and to congratulate him you will be fine. My favourite VP was quite an asshole whenever I screwed up, screaming "You should be able to do this with your eyes closed", or his favourite one, standing up in the middle of the trading floor walking up to me and saying "This is completely unacceptable" so that everyone around would stare at me as if I was a leper. But when I did well he would also come by at the end of the day, sit down with me and tell me a couple of jokes and something like "Awesome work today, thank you very much for the help. Go home early you've earned it" instead of the regular looking at the spreadsheet for 10 secs and saying, "OK, thanks, good job" without even looking at me like the rest of the seniors.

If the guy doesn't respond to any of it, like I said I'd try to leave him hanging with a senior guy who can go Ari Gold on him. You yourself can't do it as an analyst, it just won't fly in any office. If you can't do that without looking bad yourself, I'd try the punishing and giving him a pile of work on a Friday afternoon (assuming you can actually get away with it if he complains to your superior). If nothing of that works, I'd go to the VP/ED/MD and talk to him, tell him the guy is not pulling his weight and that you've tried everything, and if maybe they can talk to him, and wash your hands thereafter.

UFOinsider, I understand the frustration you are experiencing. It was a little bit of a shock at first when I transitioned to managing associates. Managing other people is incredibly difficult. To make matters worse, everyone has a different personality / goals / intelligence meaning you have to approach each person in a unique manner to be successful. Some thoughts based on my ~1 year of experience managing PE associates:

First, it is not evident to me based on your description of your situation that you have actually been tasked with managing this analyst. It sounds as though you have been tasked with mentoring the new guy to ensure that he learns the ropes. It is quite easy for this situation to be interpreted differently by all of the parties involved. Your interpretation is that you're the boss and have been given the responsibility to delegate work. I suspect that the new analyst does not see it that way. I suspect he believes you are trying to take advantage of him by pushing work that is your responsibility onto him. He may even be receiving reinforcement from other team members that this is indeed the case. I recommend you take a moment to analyze the situation to determine if this is indeed the case.

Second, you also need to take into consideration the point of view of the MD before deciding what your next steps are. It is highly likely that your MD views you as "another analyst," albeit an experienced one. I have frequently found that MDs have an EXTREMELY limited tolerance for junior employees who complain about "fairness" or things that are "not their fault." Even if this were the case, to try to pass blame to another analyst is a surefire way to lose standing with your entire team. The MD's primary concern is that the work is completed in a timely and accurate fashion. If you are indeed responsible for managing this analyst, the success of the project is ultimately YOUR responsibility. If your analyst fails to complete work on time or accurately, it is likely to be viewed as your failure to manage rather than the analyst's failure to perform. This is a key element to why managing others is so difficult -- you live and die by their performance.

Try to think about situations you've been in where you've needed to "report up" a problem to your boss, or perhaps a problem that your boss has encountered. How did he respond? Did he report it up to his boss, who then reported it up to his boss? I imagine that wasn't the case. I imagine that they tackled the problem themselves rather than passing it along to their superior. When you are responsible for someone else's work or professional development, the LAST thing you want to do is throw them under the bus. This reflects incredibly poorly on yourself. You need to do everything in your power to work it out with this guy before you bring in the senior folks. It may be miserable -- it may require longer hours or doing "grunt work" that you don't want to do, but it will make a huge difference.

Also, you indicated that you would consider firing this person if you had the power. I don't think you truly appreciate the ramifications of firing someone nor the severity of the infractions that usually result in firing. Regardless of the poor economy, coming in late and leaving early is hardly grounds for firing -- especially without numerous warnings from senior professionals. Furthermore, just because someone is a subordinate, it doesn't mean you have the ability to fire them. In the traditional i-banking structure (i know this is not your firm), associates do not make firing decisions. In fact, vice presidents and directors don't really have this power. Sometimes MDs can't even fire an analyst without seeking the approval of his peers. Firing is an extremely severe punishment and often reserved for serious offenses.

So what do you do? I think you have to get down in the trenches with this guy. Next time you give him an assignment, you need to do it WITH him. Walk him through the whole damn thing, regardless of how much time you need to invest. If you're absolutely swamped and can't do this, there is an alternative. I'm assuming you don't have an office, so pull him into a conference room and sit down next to him. Tell him that you're going to work on your stuff and will sit right next to him so that you can answer any questions right away. If you finish before him, don't get up and leave, help him. Show him that you're a team player and not just trying to pass off work so you can go home early. Compliment him in front of the MD if he does something well. People work hard for people that they LIKE. They go the extra mile if they know their efforts will be recognized. The concept of "beatings will continue until morale improves" does not work well in a corporate office.

Finally, if you're really looking to burn the guy, the time to do it is in his performance review. While I wouldn't recommend burning anyone, this is the appropriate avenue to do so.

Best of luck.

SB to CompBanker.

Here is my alternative strategy for you to employ:

--Depending on what state you are in, check out the open carry laws. If your state has an open carry policy, buy a six-shooter and wear that shit around. I guarantee the analyst will pick up the slack and drop his attitude.

If, teabagging him doesn't put him in line just keep telling him he fucks shit up in front of the whole office. Yell it loud so everyone can hear. If your bosses have a problem with it tell them to go fuck themselves because you are trying to save them money.

you sir, might just be my hero.