| WINGS WAYS IN MANAGEMENT By Jack and Suzy Welch Concerns of micromanagement Q: How do I protect my entrepreneurial team from corporate? It's always trying to micromanagement us from above, handing down everything from the marketing spend to inventory targets. The interference really hurts our speed and morale. - Name withheld, san Francisco A: you'd think the cliché about corporate stiffs showing up and smarmily announcing," We're here to help you," Would be dead by now, but it still happens all the time, and it's still godawful. When you're on the front lines, fighting for customer, wrestling with suppliers and distributors, and all the while deflecting competition from every direction, the last thing you need is senior management stuffing you with pie-in-the-sky targets. It's enough to make you turn to your great little entrepreneurial team and scream. And that is exactly what you cannot do. Ever, ever, ever. Look, corporate is not the enemy, although it can too often seem that way, with outsized demands or out-of-touch targets. It's just that corporate has a job to do and sometimes, it actually knows some things you don't. On its best days, then, corporate is not trying to micromanage you. It's trying to balance your needs with the needs of other parts of the organization. It's trying to manage short-term results and long-term investments. But there's a bigger reason not to "protect" your people from corporate-at least in public. Doing so is a fast track to losing your team's confidence and respect. Every time you groan, "Jim says we have to cut 10 per cent of inventory," or complain, "Helen is forcing me get rid of steve because he's so bad at meetings," you make yourself look like a marionette. That's career susicide for you and not much better for your team. Very soon, instead of looking to you for direction, your people will be looking around you, searching for signs from the "real boss". So, back to your problem. Obviously, we're not going to suggest you be come "corporate apologist"' trying to sell every edict to your people like ice cream. By all means, push back hard on behalf of your business. Challenge nonsense targets. Negotiate for resources. But keep that process behind closed doors. When it is over, whether you've made gains or not, own corporate's final decision as your own. Take it to your people as your plan. Remember Jim's inventory cut? Say he won't budge, even after you've made the case that it's stupid in your business high demand environment. At that point, you need to buck up and move on. Get with your team and figure out a way to delive the additional net income or cash that corporate wants without whacking inventory levels and disappointing customers. As for poor steve, whom Helen wants fired – that's another case for you to own. If steve's a solid contributor, instead of pulling the trigger while blaming Helen, quietly work your tail off to improve his presentation skills. In other words, make your job managing the interface between corporate and your team. And when corporate makes that interface thorny, don't share your pain – absorb it. If that sounds a bit unnatural, that's because it is. It is perfectly human for managers to want to blame "up there" for how hard it is "down here". But real leaders can't do that. -New York Times. Rajendra.Deshpande. Trainer. ~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ | 
Belum ada komentar untuk "[LeadersWorkshop] ~~~~.Micromanagement..Newyork Times Article."
Post a Comment