You have been a manager for some time now. It does not matter on what level, whether it is on the first line as a supervisor, middle manager, or on the executive level. Being a manager can be a very intoxicating experience. You are now in charge. You give orders and directives. You discipline (punish) your direct reports. You let them know in every instance who the “boss” is. Oh yeah, you feel really good about yourself. You have arrived!
Well, you may be very good at operations and technically skilled. But how well do you interact with your direct reports? Can you relate to those sentiments expressed above? Are you quick to lay blame on your direct reports (and everyone else) for things that go wrong under your supervision? Do the following questions resonate with you?
1. Why did it take you so long to get the project accomplished?
2. Why did you not come to me for help with the problem you were experiencing?
3. Why are you always so disagreeable?
Those are just a sample of the myriad of questions you may have posed to those employees who report to you.
These types of questions suggest that you want to change your people. But the fact is that you cannot. The only person you can change is yourself! So, the questions should be:
1. What can I do to help my direct reports accomplish their projects on time?
2. What can I do to help my direct reports when I sense that they are experiencing problems on the job?
3. What can I do to understand why my direct reports are disagreeable?
Hold yourself personally accountable as it pertains to coaching, mentoring, and leading those employees that report to you. This practice sets you on the path to effective leadership.
(Thoughts taken from “Leadership that Works: A Resource Guide for First-Time Leaders” 2nd edition by Dr. Valdemar A. Hill, Jr.)
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