As a manager, you are responsible for ensuring that those that report to you are effective. Effectiveness in this sense is much more comprehensive measure of all that they do, primarily centered around achieving objectives. And to the extent you and they are aligned on these objectives, there can and should be a robust and continuous review of how they’re doing.
· You both set the objectives.
· Their job is to perform as expected.
· Yours is to supervise and coach them as needed.
· Staying in close communications at agreed upon times.
· Working together in openness and complete transparency.
It usually all goes well until it doesn’t, but that shouldn’t be a problem if those two-way lines of communication are built on performance, trust, and respect. Meaning they do what they say they’re going to do and ask for help and guidance when they run into difficulties or have questions. The big disconnect occurs when they either (1) don’t let you know, (2) don’t ask, or (3) don’t tell you the truth. If you’re the kind of manager that overreacts when your peeps run into difficulties, you may be inadvertently encouraging them to avoid you or give lame or untimely excuses. Bottom line: be the kind of leader that celebrates the good and the bad – that’s the best way I know to encourage good communications and avoid getting lame excuses today.
Laura Catherine Schlessinger (born 1947): American talk radio host and author
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