Jun
10
Does this the perfect description of a bad manager?
Filed Under Personal awareness, business, World of Work
In discussions with my colleagues at Napier University this afternoon we got onto the subject of employee engagement to be included in a project on developing new managers. Then I found this interesting article in HR Zone.
But it was one of the comments that really caught my eye. The story in the post is about how a small company with great employee engagement ended up as a large company where it was not so good. In the commentor Peter Hunter’s view
…all you need to do [to destroy that level of engagement ] is to be a traditional manager, be directive, non consultative and whatever you do, never give anyone any support or feedback.
Let’s take a look at that statement
In Peter’s view a traditional manager is directive. In my own experience - and it is one shared by many people I speak with - a coaching or collaborative style works wonders in bringing people along with you. The true feeling that being part of something brings cannot be underestimated. But don’t confuse that with “empowerment” which often means I am passing the responsibility to you but I won’t necessarily give you any support or training and - by the way - that also means that buck stops with you!
Similarly a non- consultative approach gives employees little insight and even less say in what is happening in the organisation. With no opportunity to affect what they do on a daily basis it is little wonder that is reflected on how much they care about it.
And finally feedback. I still regularly come across people who tell me that they do not get feedback from their manager on their performance at work. What’s going on here? How can anyone understand their role, goal and how they are performing without feedback? And for that matter if there is no giving or receiving feedback in the team - how can the manager himself understand how he is doing?
Do you agree with this description? Have I missed anything?
Is it the Hersey & Blanchard model - that sounds suspiciously like chocolate?
Tell if a person is unable and unwilling.
Sell if a person is willing but inexperienced (unable in other words).
Consult if a person is able but not willing (not their idea in other words).
Delegate if a person is able and willing (leaving you to deal with the environment, get resources, coordiante, etc.)
The master and servant concepts seems to be dying hard in the western world. This model has been in all the (recycled) textbooks for some time now and in multinational training rooms for well over 10 years if not more. Who is holding up the change?
nice explanation Jo. Anybody care to chip in with their thoughts?