| Managers fall into a trap, quite easily
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| | it is critical to have someone leading
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| when the pressure is on, of doing more of
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| | from the front. Respect is lost.
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| the regular workload that their employees
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| | Thirdly, the lack of development provided
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| could. It makes them feel like they are
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| | by a manager to each and every one of
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| achieving more personally, as well as
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| | their people generates a boredom with the
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| fighting the fires that crop up every
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| | job. With little challenge, the job
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| day. But this is not a sustainable
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| | becomes repetitive. With little time for
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| solution, here's why...
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| | their employees, even praise becomes a
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| Most managers are measured on tangible
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| | rarity.
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| results. It could be sales, or response
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| | Finally, absenteeism and turnover
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| times or production output. It is often
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| | increase. The hard working manager, doing
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| number related and with this in mind,
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| | their now 'day-job', is placed faces more
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| many managers seek to beef up the
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| | tactical demands as he or she puts the
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| manpower delivering these numbers, by
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| | 'doing' work in, to just keep up. As they
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| doing some of this work themselves.
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| | have less and less capable people,
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| There is nothing wrong with a manager
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| | inevitably, something falls off the
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| choosing to get their 'hands dirty'. To
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| | cliff.
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| chip in with their people. In fact, when
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| | Typically the business starts to
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| it really matters, it can be a valuable
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| | underperform and the manager gets put
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| motivational activity, building team
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| | under pressure from above, often failing
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| spirit.
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| | under the strain of self-imposed workload
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| But as resources get stretched and the
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| | - but the wrong workload.
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| manager becomes an integral part of the
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| | Challenging though it may be, a manager
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| workforce, the business starts to get
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| | has to step back from much of this
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| dependent on their tactical input.
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| | 'doing' stuff in the workplace.
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| And this stops being a management role,
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| | Short-term, things may get worse, but for
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| but a 'doing' role. At it goes on and on,
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| | the longer-term growth of the business,
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| with no time to develop people and
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| | the manager has to manage their people
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| strategies to make the business truly
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| | effectively. Easy steps in this are
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| grow, develop and evolve. There is no
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| | spending time building relationships,
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| time for the really important stuff which
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| | defining robust standards, communicating
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| grows teams and individuals to improve
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| | effectively and managing performance.
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| and enhance their contribution.
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| | Time spent here will be much more
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| And so the problems start.
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| | value-creating for a manager in
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| Firstly, the manager becomes unable to
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| | developing their people and the business
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| spend valuable time with team members and
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| | for which they are responsible, as well
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| understand what they are feeling, or
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| | as providing a fulfilling role for them.
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| build credible relationships with them.
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| | Manager or 'doer' - it is a choice and
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| These are vital to develop an awareness
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| | one which can take some time and effort
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| of issues that are arising in the
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| | to master. With it comes the maturity of
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| workplace and to get to know individuals'
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| | realising where the future lies - and
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| difficulties and aspirations, for future
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| | what it looks like.
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| team development.
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| | At the end of the day, as an alternative,
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| Secondly, employees begin to regard the
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| | stepping back from management and
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| manager as just another employee, at
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| | becoming a great 'doer', with the respect
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| their level, and the discipline afforded
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| | that brings is no failing.
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| to someone in seniority fails, just when
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