Much of the confusion and frustration comes from having too many layers of management in the organization. In other words:
Like Collins in Good-to-Great, getting the right people on the bus in the right seat is important. Unfortunately companies keep adding seats and squeezing in extra and unnecessary layers. Causing increased tension and everyone feeling squished, micromanaged, distrusted and unsafe.
A persons behaviors can become extreme as a sign of an inept manager-employee situation. As a manager you must have the capacity to complete the required responsibilities, if your capacity is lacking then effective management cannot take place.
There is one condition that I consider to be more important than the rest, and it is the foundation of “People join companies and leave managers.”
Optimum Manager-Subordinate Distance.
Competency in work is more that just intelligence. It is a combination of cognition, values, knowledge & skills, people skills and behaviors. How do you figure out all those things?
At the core of of what has been called motivation is to value something. If we value something we will go after it.
It has happened to all of us, someone at work (your manager, coworker, subordinate, peer, vendor, customer, etc…) pisses you off and you go off an angry tirade about how resistant and uncooperative they are.
On and on and on.
While these statements may be true, they are not really useful in creating any solutions and changes to getting your work done.
If people do not feel that they have some upward influence on their manager over time they will stop supplying advice or feedback.
Innovation is a repeatable system-that-drives behavior in people, that are goal driven (by a Manager, themselves, or a customer), to fix an existing problem OR to fix an hypothesized future problem.
Teams vs. Teamwork the terms mean different things to different people. In order work to get done a shared understanding must be known. Groups may require teamwork even
when they do not need to work as a team.
Many companies and managers think that what they are doing and the choices they make increase trust. While in reality they only reinforce the suspicion that already exists.
For team development and team building to happen, the facilitator must know how to build the team. Leading a series of “games” that have no purpose is recreation. Read ‘Sometimes I Feel Like Team Building is Sweet Frosting on a Shit Cake.’ The facilitator must be aware of the team, the individuals on the team, … Continued