It has been a while, but I have still been reading and collecting articles to post! It looks like my next couple will be from The Wall Street Journal, perhaps, which tends to require a subscription to read. But there are some great quotes and takeaways in this article. Really love it–every boss, manager, supervisor, etc, should read it. Because not everyone can read the article, and because the article is long, I will include a few more quotes/gems than usual. My favorite quote/gem is in red below!
Some of the gems:
First, bosses need to understand the damage they do by interfering when they ought to stand aside. Second, bosses need to know when getting out of the way is best and how to do it. And third, employees need to know how they can reduce the damage when a stubborn or clueless boss continues to engage in misguided meddling.
comprar casodex…even leaders who use the much-ballyhooed practice of management by walking around—known as MBWA—who devote big chunks of time to observing front-line work and asking employees to identify problems and solutions, may do more harm than good.
…when leaders used MBWA for complex and vexing problems (such as excessive lead times for lab test results), employees reported that chats and meetings with bosses interfered with their productive work and rarely solved the problems. On the contrary: These futile discussions had enduring negative repercussions because they drew attention to their leaders’ failings.
One boss in a nonprofit organization told me that she hones such self-awareness by seeking out and developing rapport with local critics and complainers—people who are quick to criticize her and spread bad news about her missteps…[T]hese grumpy employees provide her with more useful information. That includes tips about meetings she calls that ought to be eliminated or shortened, and about times when she is seen as a micromanager rather than helpful coach. She believes that these naysayers and critics make her a better boss.
…too often bosses won’t dial down their scrutiny, advice and demands, even when it undermines progress and drives people crazy. It isn’t that they are being malicious, as was evident in Prof. Pfeffer’s experiments. Rather, they think interfering is what being a good boss is all about.
They elected to resist, ignore and undermine their bosses’ authority because they wanted to do what was best for their organizations, colleagues, and customers.
