With due respect to some of the great thinkers who have, I don’t understand how anybody even tries to define, teach, or even predict good management technique.
Even if it’s just one manager and one person being managed, there are already three huge factors: the manager, the other person, and the situation. Both the people involved have their strengths and weaknesses and all that. And the situation itself, what’s going on, is an entire additional set of factors. Then there’s baggage from the past, and, well, it becomes an infinite problem. Higher math. Condemned to infinite case-by-case analysis.
I think about what I’ve heard about coaches in professional athletics. Sometimes a supposedly hard-nosed, tough coach will win the championship, and sometimes a supposedly “people person,” softer coach, will. And occasionally you hear about a coach who is either hard or soft to each individual player, depending on his sense of how that specific player responds. There too, though, with coaching, it’s a pretty complex problem, because it’s about the nature of the coach, the nature of the player, and the nature of the situation.
So too with wielding authority in your own business.
What reminded me today was Karen Hough’s Handling Tough Conversations in 3 Simple Steps, on Small Business Trends. She’s sharing data from interviews with more than 1,000 of managers in larger companies. She found that the hardest part of their job was “tough conversations.” Here’s a quote:
Conflict makes most people nervous, so we avoid having those tough conversations, even if we know it may produce a better outcome. A study of more than 1,000 project managers across 40 companies found that if project leaders were willing to break a code of silence, they could substantially improve their ability to execute on initiatives.
Although that study was done with middle managers in larger corporations, I know that it applies very well to small business and entrepreneurship. The code of silence is a reluctance to deal with poor performance, bad news, and negative feedback. It’s certainly a problem every manager has to face.
In her post, Karen shares is three-pronged strategy to break what she calls the code of silence, changing the motif from authority to coaching. It’s not a cure-all by any means, but it could help. And I wish I had a better solution to offer, but I don’t.
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