It should be noted that in most organizations mistakes tend to be concealed even from those who make them. The likelihood of such concealment increases with rank or status. Therefore, the higher the rank, the greater the claim to omniscience. This implies that learning is least likely to occur the higher one goes in an organization.
In managerial-leadership coaching & executive coaching a prime responsibility is to continually increase the choices that may lead to shared goals and outcomes.
For each complaint a Skeleton Key may be most appropriate.
Most managers know how damaging KITA kick in the ass management can be. And, they had a tough time thinking of alternative ways to reinforce what people should be doing.
Achievement and recognition are the strongest motivators of people completing great work and continually improving their work.
The guidelines align with team building & executive coaching activities. Illustrating through activities a team and person develop exceptions and see ‘what works’ in a context they’re not used too and is still familiar because they just made it happen.
As a manager, developing staff is your job. It cannot be delegated off to Human Resources, Organization Development or someone else. You are the manager. Your primary accountability is to add value to the team and staff.
Managers you need to STOP your false-belief that you should not thank people for doing their work. Thanking people goes a long way, and showing your appreciation is what you must do, if people are too continue to do their best work.
Coaching 5 project managers, we identified that 2 have concerns about how they are managing their time, multiple project and customer needs, and they “feel disorganized”…
Consistently I find that those that are seen as high-performers get more work. They come to be resentful of the extra work so they slow down their rate of production or lessen the quality of their work or stop trying so hard or fall into victimhood or seek to transfer out of the company all together.