How Involved Should a Manager Be?
18 March 2008
Read by 1817 persons
A highly involved department manager considers that the definition of their role is not a limit, but a minimum...
- Trust your team members
- Patiently explain tasks
- Maintain outside interests
A highly involved department manager considers that the definition of their role is not a limit, but a minimum. They arrive early, leave late, bring work home, etc. However, involvement does not guarantee performance. If skills don't match the job description, involvement is useless. Excessive involvement can even have negative effects. The manager's personal, psychological, and physiological balance is compromised. Burnout leads to difficulty in taking the necessary step back for analysis. This can lead to sick leave, or even early departure from the company. The over-involvement of the department manager is felt as suffocating by their team. The manager does everything, is everywhere. It's impossible for team members to take initiative. How to escape this vicious cycle? Delegate, trust your team members. Many department managers tend to follow the adage: "No one serves you better than yourself" to the letter. Of course, it's often less efficient to ask someone else to do a specific task, like assembling a gondola head, than to do it yourself...the first few times. But it's important to take the time to explain initially to free yourself up more easily later. Working like a maniac, at the expense of your private life, is not a guarantee of success and is likely to leave a bitter taste in case of professional failure. Don't hesitate to maintain activities outside of work and clear your head.
Posted on March 18, 2008
Linéaires
- Trust your team members
- Patiently explain tasks
- Maintain outside interests
A highly involved department manager considers that the definition of their role is not a limit, but a minimum. They arrive early, leave late, bring work home, etc. However, involvement does not guarantee performance. If skills don't match the job description, involvement is useless. Excessive involvement can even have negative effects. The manager's personal, psychological, and physiological balance is compromised. Burnout leads to difficulty in taking the necessary step back for analysis. This can lead to sick leave, or even early departure from the company. The over-involvement of the department manager is felt as suffocating by their team. The manager does everything, is everywhere. It's impossible for team members to take initiative. How to escape this vicious cycle? Delegate, trust your team members. Many department managers tend to follow the adage: "No one serves you better than yourself" to the letter. Of course, it's often less efficient to ask someone else to do a specific task, like assembling a gondola head, than to do it yourself...the first few times. But it's important to take the time to explain initially to free yourself up more easily later. Working like a maniac, at the expense of your private life, is not a guarantee of success and is likely to leave a bitter taste in case of professional failure. Don't hesitate to maintain activities outside of work and clear your head.
Posted on March 18, 2008
Linéaires
