The complexity of a problem does not lie in the complexity of the goal, BUT in the complexity of the pathway that has to be constructed and then traversed in order to get to the goal.
Meaning that – the complexity in the task lies not in the goal (itself) BUT in what you have to do in order to get there.
We all have had and possibly been that manager, the one who was placed into a role by a bad system that was too much for us to handle.
Each of the indicators in the image above are NOT because the manager is mean or a jerk well maybe they are that, then you have other problems.
Management is tough and determining what the role for the promotion and hiring requires will ensure that the right person, at the right time, with the right skill set, with the right current capability needs will make your job as manager easier.
Every organization, team, and person wants to do amazing work the problem is that many systems within organizations do not allow people to do this. In the conversation above that I had with an executive who is in the Exponent Leadership Process, we explored the system for creating High Performance Teams.
In an earlier post “7 Ways Managers Can Evaluate Effectiveness of Other Managers” We explored 4 key processes and systems that all managers must do. In this post we will explore sources to gather information about manager subordinate effectiveness.
Gathering sufficient information for Managers to evaluate the effectiveness of subordinate managers is possible.
Ensuring that those in managerial leadership are effectively exercising their responsibility to manage staff is a key accountability. Here are 4 Questions to consider about key systems and processes that all managers must ensure that every one of their subordinate managers are doing consistently and effectively. No manager is exempt from doing these things.
If you wait too long the problems are viewed as being Okay or just part of the work. In order to change this a Coaching Underperformance talk needs to happen. This discussion must include your contribution to the error.
Mentoring vs. Coaching. Both functions are necessary in a successful organization and team. However often times both (mentoring, coaching) fail because no-one is accountable for doing it.
In order to maintain top talent; ALL LEADERS MUST mentor and coach. In order for work to be successful people have to continually move towards their potential capacity. This can only happen with mentoring and coaching.
“I hate doing these yearly performance evaluations”
“What is it you hate so much?”
“They are no-where near accurate and often times I feel forced to use recent information to determine employee performance.”
“What would be better?” His eyes starred at the ceiling and I could tell the thought was there.
The main point is the particular traits have little effect upon a person’s in-role leadership work, UNLESS the traits are so far extreme or unacceptable that the person lacks control to keep from disturbing their working relationship with others.