Special 2 for 1 offer on Outstanding! See below!
When we included Chapter 27 titled “Develop Managers” in Outstanding! I’d hoped it wouldn’t be needed. I mean, organizations always train people managers properly, right?
QBQ, Inc., has been following the story of Sabrina, a 39-year-old Physician’s Assistant, who began employment 90 days ago in a department deep within a large healthcare system.
It has not gone well. There have been problems—all resulting from poor people management. Here are a few …
- It has been unclear who Sabrina reports to on a daily basis.
- Sabrina has been asked to do things she’s not been trained to do.
- Job expectations, role, and duties have been ill-defined.
- Long-term staff at all levels have created “cliques” that exclude people.
- Management appears to have “favorites” in the organization.
- Sabrina has been moved to a different area each day creating confusion.
Not good. But I believe the most egregious management mistake is this:
Sabrina was called into a meeting where she was confronted on behaviors that were never observed by a direct supervisor. Only by peers and co-workers.
One employee had submitted this accusation: “All Sabrina cares about is hand lotion!”
Can you say petty at best and catty at worst?
As Sabrina recalls, she exited an exam room one morn after treating a patient and exclaimed, “My hands are so dry! Is there any hand lotion around here?”
This does not seem to be “confrontable” behavior, right? But even if it is, what’s the real problem here?
In Outstanding! we provide managers this guidance:
One cannot coach what one does not observe.
(Ch. 37—“Coach, Moment to Moment”)
Otherwise, it’s hearsay, gossip, and backbiting.
Sabrina’s department management has created a Culture of Tattling. When co-workers are allowed (encouraged?) to “rat” on each other, a cancer has entered the organization’s culture.
W. Edwards Deming, the management guru who helped Japan rebuild after WWII, stated this: “A bad system will beat a good person every time.”
In that meeting where Sabrina was reprimanded, she was informed that management no longer believed her to be a “good fit” and suggested she seek another position within the parent organization.
Our counsel to Sabrina was this: GET. OUT. NOW!
Our counsel to this department’s leadership would be this:
Implement management skills training YESTERDAY.
What is the cost of failing to develop managers properly? It’s summed up in the note we received yesterday from Sabrina:
I’ve found another job. I’m done working with these people. It’s torture.
I bet this is not the reputation management wants, but it is the reputation they now have—all because of their actions.
And lousy management is the #1 reason people quit. Period.
If you’re a manager who has not received management skills training, invest in yourself immediately. Believe me, your staff will be forever grateful.
Special 2 for 1 offer!
Begin your management training by purchasing Outstanding! here on or before 12/24/16 and we will double your quantity ordered!
Order as many as you want today!