weak manager style


In a previous post (http://www.thepuchiherald.com/2016/03/04/management-style-common-error-to-avoid/)  I tried to put some rationale on my thoughts about management, designing some of the characteristics a manager usually have (bad ones of course).

One of the biggest “Ahas!” new and experienced managers (and the people who work for them) have experienced  is the realization that being a strong manager doesn’t mean being forceful or domineering.

It’s just the opposite — strong managers are strong enough to lead through trust, whereas weak managers have to use the force of their job titles to make people listen to them.

Most of the management style depicted (not all) were management style that needs leading thorough fear, since they does not use, require or being able to use trust as a management tool.

When we talk about fear-based management, it’s the weak managers we are referring to! You can spot a weak manager at a hundred paces or more, because weak managers are the ones who raise their voices, make threats and generally keep their teammates off-balance and worried about pleasing the manager when our customers need them to be happily focused on their work.

Strong managers lead through trust. They trust their teammates and their employees trust them. They don’t have to be right. They don’t care whether they are right or not, as long as the right answer emerges from the conversation. They don’t have to be bossy. They trust their employees to know what to do and to ask for help if they need it. But we know trust is a bi-directional thing.

Weak managers don’t trust themselves enough to lead that way! And moreover do no trust the others because they project their mindstate on other behaviours.

Here are five sure signs that your manager is a weak manager pretending to be strong.

We can feel sorry for him (really?!?) or her but you don’t have time to waste in a workplace that dims your flame. If your manager is not a mentor and an advocate for you, you deserve to work for someone who is!

Can’t Ask for Help

When a weak manager isn’t sure what to do next, he or she won’t ask the team for help. Instead, the weak manager will make up a solution on the spot and say “Just do it — I’m the manager, and I told you what I want!” A weak manager cannot ask for input from people s/he supervises. If you try to reason with your weak manager, s/he’ll get angry.

Needs a Handy Scapegoat

When a weak manager notices that something has gone wrong, he or she has one goal in mind: to find somebody to blame! A strong manager will take responsibility for anything that doesn’t work out as planned, and say “Well, what can we learn from this?” A weak manager can’t take on that responsibility. He or she must pin the blame on somebody else — maybe you!

Can’t Say “I Don’t Know”

A strong manager can say “I don’t know what the answer is” many times a day if necessary, but a weak manager is afraid to say “I don’t know.” He or she will lie or start throwing figurative spaghetti at the wall to see what sticks.

Strong managers learn fast because they learn from successes and misfires, both. Weak managers are not as open to that kind of learning, because so much of their mental and emotional energy goes to deflecting blame when something goes awry.

Measures Everything

Strong managers focus on big goals. They follow the adage “The main thing is to keep the main thing, the main thing.” Weak managers get sidetracked with small, insignificant things. That’s why a weak manager will know that you worked until nine p.m. last night averting disaster, but still call you out for walking into work five minutes late the next morning.

Weak managers rely on measurement instead of judgment when they manage people. They have a yardstick for everything. They will say “I manage by the numbers” when in fact, they aren’t managing at all.

Can’t Say “I’m Sorry”

The last sign of a weak manager is that this kind of manager cannot bring him- or herself to say “I’m sorry” when a stronger leader would. They can’t be criticized and they can’t accept feedback, however compassionate. They can’t take it in, because their ego is too fragile to acknowledge any room for growth.

Life is long, but it’s still too short to waste time working for someone who can’t be human and down-to-earth at work. Work can be a fun and creative place, or a sweat shop where you count the minutes until quitting time.

One of the biggest determining factors in your satisfaction at work is the personality of the manager you work for. Don’t you deserve to be led by a person with the courage to lead with a human voice?

People say many things about management, but one thing they seldom say is that the job is easy. If it were, we wouldn’t have chronically dismal employee engagement rates hovering nationally around the 30 percent mark. Accordingly, here are five basic skills to focus on – attributes, actually – five areas where it’s easy to stumble, but where improvements can make the difference between failure and success and are a portrait of strong managers.

Patience

Who doesn’t need more patience in a managerial role? I know I did. There are about 600,000 things – from your own boss, to deadlines, to the grinding pressure “to do more with less,” to those nettlesome customers and employees! – that can stress you out. Besides, patience has a long tail. Employees appreciate being treated with patience when things go a little off track. They’ll often remember it and reward you with better effort.

Patience means you think and evaluate things, weight them and make your dcision based on solid fact and not upon the heat of the moment.

Courage

Have the fortitude to hold your people accountable for the big stuff they need to get right. It’s easy to default to pesky micromanagement on trivial details, but what most matters as a manager is keeping the important work on track: the complex projects, the big-ticket budget items, the key strategic initiatives.

Numerous studies show managers have chronic problems with accountability. So focus your energy in the areas where it’s most needed – with the courage to hold people responsible for the results your organization requires.

There is another site of the accccountability, courage means also to protect your people when they need to, we know corporate environment is all but fair, so a manager must have the courage to erect a shield when its people is under attack.

Thoughtfulness

Have the thoughtfulness to take the modest amount of time required to praise your people when it’s deserved. Avoid the all-too-common trap of being parsimonious with praise. To what end? Well-placed praise is one of the simplest and best management investments you can make. It costs nothing and motivates effectively. Why don’t managers use it more? I never fully understood the reticence.

Praising people can goes to a “good Job” at coffe machine, to a fair setting of goals and evaluation. Not recognizing efforts will make your people just stop trying.

Fairness

Avoid the natural tendency to play favorites. Indeed, this is a perfectly natural human tendency. Some employees are just more likable, others more difficult. Good managers keep their personal emotions in check. Resist the understandable tendency toward favoritism. Fight it. Subdue it. Defeat it. You’ll be respected for it.

And try to push the same attitude in your group, if such problem arises better to deal them or, sooner or later, they will strike back harder.

Execution

Simply put, execution is everything. Business is no academic realm of abstract ideas. To the contrary. An excellent idea counts for nothing if not properly executed. As Ross Perot used to say, “The devil’s in the details.” Operations matter. Trains have to run on time. As a manager, you’ll be judged on execution. On results (hopefully). How effectively does your team get done what they need to? Were desired targets reached? Keep your eye always on the executional ball – it can make the difference between managerial success and failure.

Do not micromanage, but be ready to move away obstacle that can avoid your group to reach theyr (and your) goals. Work with your group to solve issues, not be part of the problem.

One thing I always liked about management was that it was a fundamentally practical exercise. Tangible and results-oriented. It’s by no means a simple job, but small improvements can yield big results.

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weak manager style was originally published on The Puchi Herald Magazine

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Our memories are all we have


SPETT.UMBERTO ECO A NAPOLI (SUD FOTO SERGIO SIANO)
SPETT.UMBERTO ECO A NAPOLI
(SUD FOTO SERGIO SIANO)

I am in China for work, with a few connection to the real world outside, so Italian news usually comes to me late, when I am able to connect to internet from hotel; great firewall allowing.

Being isolated from the Italian reality put things into a different perspective, allow you to keep less news with more time to digest and think about.

It happened a few days ago I learned of the death of Umberto Eco, one of the greatest Italian tinker of our age. He was a great writer, a great thinker, a truly free spirit.

The first thing I did when I knew about his death was to feel a great sorrow, in a moment my country needs desperately to turn back to its origin loving culture and what culture means, losing such a man was a great loss.

I used to write to my daughter every day, and force her to do the same. No matter what just the silliest thing, but I want her to learn to be committed and to use an old way of communication such writing (although with email).

After the new, instead of writing the usual nonsense we love to share one to another, I asked my daughter, 12, to read the letter Eco wrote to his nephew just to make her understand the importance of living, learning, knowing and remembering.

http://espresso.repubblica.it/visioni/2014/01/03/news/umberto-eco-caro-nipote-studia-a-memoria-1.147715

I am trying, not sure with how much success, to rise her with a critical eye on reality, trying to give her the tools to understand where things come from and just not see the moment but live it, knowing and understanding why things are what they are.

The letter was all I am trying to teach my daughter, but with way better words and meanings. But I am not Umberto, and have not a blink of his incredible knowledge.

But I remember when I was younger I did not understand the need to learn things and memorize them, I got the reason growing old, when I understood that my experience (therefore my memories) are the metric to analyze the world. And probably now I say I should have memorized more.

The Eco sad news move something on me so  I was started reading back some interviews with Eco and it make me think, what is the meaning of our lives? memories.

At the end it is memories that shape our life, and growing old we will add memories that will be the reason we lived for.

How we shape those memories is our job, we can build them good or bad, silly or deep. But it is all up to us. but to make memories we have to live them, somehow.

Reading, travelling, doing things. and those memories are the building blocks of what we are and will be. To make memories we need to understand what we see and what we do.

I have the vision of my daughter when she was ready born, a wonderful ugly conhead. So small and so a great responsibility with the lightest wight.

I remember when we discovered my wife was pregnant, I were in the kitchen when she told me the result of the test, i was shaking.

And I remember the teenage friends and our nightly talk about politics or music.

I remember the good and bad part of the job, and the people I worked with.

I remember my mistakes (this is why I write on management so much)

I remember what I would have liked to know at work (This is why I write on technology so much)

I remember that I fall in love with Japan looking at anime and manga, and then going deeper into that country history and culture, alas not language, shame on me, so I have had to enjoy Banana Yoshimoto only in italian, I am sure loosing so much (with all the respect for the translator).

I remember my first trip in USA, where all was not, at the end, so big but not all food was Mc Donald.

I remember how was wide opening to discover back my latin heritage (thanks Rika), and starting to understand the good (and bad) of the spanish speaking world.

I remember how was incredibly rewarding to read and understand Joice, Tolkien, Agatha Christie, Conan Doyle in the original language, see what only the original language can gives you. I can see Holmes home, as well as Miss Marple smile looking out of her windows. Are part of my life.

I remember how was amazing to open my life to the spanish language, writers, music and culture (I could not have understood and appreciate Orozco or Frida Kalo without knowing that culture, see, watch, talk, smell, listen, breath that culture).

I usually say to my daughter that if you know more you will find more things to enjoy. Reading is a wondeful way to find new wonderful things. Studying history and, also, its implications gives you the ability to look at the world with different eyes, so understanding different cultures, languages, foods and so on.

I disagree with the ones that claim that ignorance is a best way to happiness, ignorance is the easiest way, easy path is never (or seldom) the best path. And I disagree with the ones that for fear close themself in a shell wasting their life in useless fears, and ultimately I disagree that to preserve its own identity you have to close to the different, stranger and new.

So different from the world we are shaping for our sons. A world of people with no memory of the past is doomed to live the same errors again and again, isn’t it? Isn’t what we see everyday? Do we still care (or humanity have ever cared about) historical memory?

C’è poi la memoria storica, quella che non riguarda i fatti della tua vita o le cose che hai letto, ma quello che è accaduto prima che tu nascessi.

Then there is the historical memory, one that isn’t about the facts of your life or things you’ve read, but what happened before you were born.

Life is a learning path, and memories are the foundations of this learning. without memory of the past we can not build good memory for the future, unless we like to live in a lie (but so many did it, isn’t it?).

There is more truth in a novel than in any political speech, there is more truth in a joke than in any serious comment. Probably this is the reason why novelists, writers and comedians have, usually, the sharpen vision of our world; they have to work with memory for a living.

The moment we stop making memories, for us and for the others, we just stop living.

 

La memoria è un muscolo come quelli delle gambe, se non lo eserciti si avvizzisce e tu diventi (dal punto di vista mentale) diversamente abile e cioè (parliamoci chiaro) un idiota. E inoltre, siccome per tutti c’è il rischio che quando si diventa vecchi ci venga l’Alzheimer, uno dei modi di evitare questo spiacevole incidente è di esercitare sempre la memoria.

The memory is a muscle like those of the legs, if not used fades and you become disabled (mentally) and therefore (let’s face it) an idiot. And also, since for all there is a risk that when we get old we get Alzheimer, one of the ways to avoid this unfortunate incident is to exercise more and memory.

How many times I have seen people that stopped to use their “brain” muscle, close to learn and understand (hope you can appreciate the difference between know and understand, although the first is a mandatory step to the second).

I hope to have more human beings like Umberto Eco, that was so proud and joyful  to play with memories, and I hope my daughter will learn something from that letter.

May be when she will be my age….

She will try to write the same post, just better.

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Our memories are all we have was originally published on The Puchi Herald Magazine