Are you only good at your job or are you also good at managing people? If you are a top performer but lack management skills, there may be some concerns holding you back. Find out what they are if you want to be indispensable at work.
Everyone is under more pressure today. Most managers are under more pressure.
Additionally, your manager may have moved into a supervisory position because they are very good at something, but not necessarily because they are particularly good at managing people. If your manager is like most people, they have received very little effective management training.
Meanwhile, the pendulum of management thinking, books and training has also swung in the wrong direction, towards laissez-faire management. Popular books naively insisted that employees do their best work when they are free to manage themselves.
According to this “pseudo-empowerment” approach, employees should “own” their work and be free to make their own decisions. Managers are just facilitators; They should not tell the employees how to do their jobs, rather they should be allowed to come up with their own methods. Make employees feel good on the inside and the results will take care of themselves.
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But let’s face it. You know very well that someone is responsible and that you will be held accountable. You don’t have the “power” to do things your own way, you’re not free to ignore tasks you don’t like, and you’re not free to do what you like. You can only make your own decisions within specific guidelines and criteria set by others according to the strict logic of the organization at hand.
When your manager gives you responsibility without adequate guidance and support, it doesn’t empower you. This is outright neglect. Unfortunately, most managers have bought into this pseudo-empowerment philosophy and don’t take a stronger hand when it comes to management – they don’t even perform the basic tasks of management. Most managers are short on management.
Here are the top seven fears that cause managers to be unable to manage:
Fear #1: They are afraid of micromanagement.
Fear #2: They fear being unfair by not treating all employees equally.
Fear #3: They are afraid of being seen as an “idiot” and want to be loved.
Fear #4: They are afraid of difficult confrontations with employees.
Fear #5: They fear breaking organizational rules and procedures and feel constrained by bureaucratic red tape.
Fear #6: They are afraid that they are not innate leaders, so they have little hope of being a good manager; Or worse, they think they are innate leaders so they don’t have to practice the basics of management.
Fear #7: They feel that they do not have enough time to spend on managing you.
These seven concerns prevent many managers from providing their direct reports with the guidance, direction, and support they need. This may also be true of your manager.
In order to help your boss give you the guidance, direction, and support you need, start by focusing on Fear #7. No matter how busy your boss is, your boss just doesn’t have the time Not To meet you on a regular basis.
Don’t get me wrong. You have to be very careful about wasting a minute of your boss’s time, or anyone’s time for that matter. Your superiors have their tasks, responsibilities, and projects along with their managerial obligations to you and their other direct reports. Your boss is busy. You are busy. Nobody has a minute to waste.
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This is exactly the reason why neither you nor your boss has time to not meet one-on-one on a regular basis to talk about your work. When your boss doesn’t spend time with you individually, expectations often remain unclear, misunderstandings occur, you don’t get the resources you need, you don’t receive regular feedback to guide you, and even if you succeed against all odds, you probably won’t get the credit you deserve.