17 July 2007
Management Time
Your Business Blogger was, at one time, decades ago, accused of being a “rescuer.” Semper Paratus
And I wasn’t in the Coast Guard.
No, my business adviser pointed out that I worked too hard to solve problems. That didn’t belong to me.
I was “Always Ready” to solve staff problems — to do their work.
And I’m not the only one. Most management training programs encourage such ‘creativity’ in solving staff-borne problems.
One result is that the manager does not have time to work on his own self-directed projects. He’s too busy solving problems bubbling up from below.
Our manager is constantly under siege by problems created by other people — staff, and, most important, The Boss.
The manager is working longer hours and weekends and never catches up.
And this affects relations with kith and kin. If the manager could come up for air, and had a moment of discretionary time, he might notice the source of his problems.
Preferably, the manager should be the person on the payroll to supervisor the work of the subordinate.
Far too often these roles are reversed.
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Also see
Carnival of Leadership Development
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