practice what you preach:
show the way:
let actions speak louder than words
are something that many managers opt to forget or let go in the context of delivering qualitative & quantitative results.
It is not because they are not capable or they are not skilled enough to do so. The reason is they feel it is not their job and this is the job of another manager in the organisation. They feel that their job is to highlight the problem, record it, make paper reports save it in different colourful formats and just do nothing apart from saving these reports on the hard disk in the virtual world.
Is this comman situation in your organisation???????
Welcome to the world of woes.
The probable cause of this is that the senior management is happy recruting people who are not team players(they fail to recogonise this trait as crucial during selection process) and who are of less worthy than some hardworking street smart candidates. This non team players are just 9 to 5 players who always want to hold the ball and do nothing but place the ball before the goal line and expect another player to come kick the ball as they imagine thats what they are paid for.
The word " excellence" " camaraderie" " organisational goals,objectives" mean nothing or very little to these managers and yet during appraisals they score higher than their collegues in functions who have been delivering results. surprised?????
Welcome to the corporate world where all people are equal but some people are more equal than others.
Some time back i met an improvement consultant who has really been a bright patch in every organisation that he's been working with and he had a lot to say about these type of managers.
He was of the opinion that every manager has two roles to play. One is a departmental role and the other is towards his organisation and both these roles should produce results that are unidirectional. IF A MANAGER FAILS TO UNDERSTAND THIS DUAL responsibility then it is the responsibility of the immediate superior to make the erring manager correct the attitude.
It is usually observed that the superior is so busy with his personal agenda that he does nothing to correct this and the situation swings from bad to worse affecting the performance of performing managers and thus organisation looses out on performance as the speed and agility is hindered and the well oiled machine develops snags and chutters as it moves along.
It is essential for senior managers who are into strategic decision making to once in a while reveiw tactical areas especially one of human resource development as even in today's corporate world we do have mangers who would not show the way to the younger managers due to the following reasons:
1) They are busy with their personal agendas.
2)They dont just care.
3) They are on the brink of retirement
4) They are seeking out new oppurtunities of employment in some other organisation.
5) They dont know how to handle such situations.
6) They get sadistic pleasure as these performances affect some other manager and not them.
7) They are not ACCOUNTABLE
8) AN ELEMENT OF LOYALTY TO THE ORGANISATION IS MISSING AND THEIR SUPERIORS ARE MISLED.
9) These managers are not capable and they are in the position not on merit but have been promoted due to seniority.
and the list can go on.....
But this exists in many growing organisations.
Can we have a awakening in the senior management and reduce the ill effects of such attitudes on the progress of the organisations?
