I'm tired of having to follow everything!
7 June 2013
Read by 2026 persons
There comes a time in life when you can no longer stand repeating the same things endlessly, following everything, and being constantly stressed because you know that even with all that, there will be mistakes, oversights; it's never what I really want!
Well, that's my case today, I no longer want to have to constantly follow all the work of my team, have to chase them, remind them of their commitments, or even do their work for them to avoid too glaring delays. I'm tired!
I know, it's certainly not easy to hear (or read) but we have the team we deserve: the one we have shaped over the years and our good or bad... practices!
Einstein and madness
Do you know the definition of madness, according to Einstein? It is "wanting to obtain different results by always doing the same thing in the same way", so let's see if you correspond to the manager "producing monkeys on an assembly line":
1. You tend to "mother" your teams.
2. You always want things to be done your way.
3. You rarely or never ask for their opinion.
4. You "nag" them with calls, meetings, emails to find out "where they are".
5. You are yourself so overwhelmed that you sometimes forget to follow up on your follow-up.
6. You very frequently buy back delegation since "it will be better done if you take care of it yourself".
So? What do you answer to these questions? If it is in the affirmative, do not be surprised that today you are in a situation where you have to play all the musical instruments, it is simply that you have forgotten the reason for being of your role: to be in the doing/making and not in the DOING! You want "it to change"? Then start by changing your way of doing things... and especially by stopping infantilizing your team.
Sanctioning
What concretely happens when a colleague is behind on a deliverable? Well, the manager ends up taking over the subject and deals with it (strangely often on the weekend) in their place.
What should NORMALLY happen?
Quite simply, it is up to the employee to spend their weekend completing THEIR file!
But beyond the responsibility for the employee's commitment, it is also a question of SANCTIONING their shortcomings. Thus, the annual performance review is the ideal tool for this. But if you prefer to distribute 5/5s all over the place "to have peace" then don't be surprised by the way some employees work, who know how to remain unpunished... thanks to you!
So remember these two very simple rules: never buy back delegation and sanction fairly both good and bad performance!
And emotionally?
It seems to me that it is high time you questioned your emotional investment in your work. Because, by keeping "your head down" as you do, you risk hitting a wall!
So, what if you tried to get involved DIFFERENTLY in your job?
Not to disengage, but rather to approach your responsibilities from a different angle: that of rationality and perspective?
Engaging yourself LESS emotionally will undoubtedly allow you to be more efficient, to also take a step back from events, to know how to analyze them in order to be able to provide a corrective action plan, or even to be anticipatory! But this must not overshadow a key point of your management style, which must gain the commitment of your team! Rather than forcing them to do what you ask, give them the desire and above all... TRUST THEM!
Yasmina Rheljari.
Lavieeco.com
Published on June 3, 2013.
Posted online on June 7, 2013.
Well, that's my case today, I no longer want to have to constantly follow all the work of my team, have to chase them, remind them of their commitments, or even do their work for them to avoid too glaring delays. I'm tired!
I know, it's certainly not easy to hear (or read) but we have the team we deserve: the one we have shaped over the years and our good or bad... practices!
Einstein and madness
Do you know the definition of madness, according to Einstein? It is "wanting to obtain different results by always doing the same thing in the same way", so let's see if you correspond to the manager "producing monkeys on an assembly line":
1. You tend to "mother" your teams.
2. You always want things to be done your way.
3. You rarely or never ask for their opinion.
4. You "nag" them with calls, meetings, emails to find out "where they are".
5. You are yourself so overwhelmed that you sometimes forget to follow up on your follow-up.
6. You very frequently buy back delegation since "it will be better done if you take care of it yourself".
So? What do you answer to these questions? If it is in the affirmative, do not be surprised that today you are in a situation where you have to play all the musical instruments, it is simply that you have forgotten the reason for being of your role: to be in the doing/making and not in the DOING! You want "it to change"? Then start by changing your way of doing things... and especially by stopping infantilizing your team.
Sanctioning
What concretely happens when a colleague is behind on a deliverable? Well, the manager ends up taking over the subject and deals with it (strangely often on the weekend) in their place.
What should NORMALLY happen?
Quite simply, it is up to the employee to spend their weekend completing THEIR file!
But beyond the responsibility for the employee's commitment, it is also a question of SANCTIONING their shortcomings. Thus, the annual performance review is the ideal tool for this. But if you prefer to distribute 5/5s all over the place "to have peace" then don't be surprised by the way some employees work, who know how to remain unpunished... thanks to you!
So remember these two very simple rules: never buy back delegation and sanction fairly both good and bad performance!
And emotionally?
It seems to me that it is high time you questioned your emotional investment in your work. Because, by keeping "your head down" as you do, you risk hitting a wall!
So, what if you tried to get involved DIFFERENTLY in your job?
Not to disengage, but rather to approach your responsibilities from a different angle: that of rationality and perspective?
Engaging yourself LESS emotionally will undoubtedly allow you to be more efficient, to also take a step back from events, to know how to analyze them in order to be able to provide a corrective action plan, or even to be anticipatory! But this must not overshadow a key point of your management style, which must gain the commitment of your team! Rather than forcing them to do what you ask, give them the desire and above all... TRUST THEM!
Yasmina Rheljari.
Lavieeco.com
Published on June 3, 2013.
Posted online on June 7, 2013.
