The fish stinks from the head down. Anyone who has
ever belonged to an organization or institution has given a knowing nod to this proverb at one time or another. But if you’re a manager, consider this: is it possible that perhaps YOU might be that
stinky fish? The inclination is to point
the finger, or deny: “My direct reports only pay me compliments,” “I don't get
any complaints.” “It's not me, it’s the executive/vendor/company,” etc., etc.,
etc.
Reflecting on the possibility that you may be causing
organizational problems is a bit like signing up for root canal. No one wants it, but with the prospect of
enduring one short-term pain to get to the “root” cause and alleviate another, it’s
worth peeling back a layer for a quick examination…
Let's start with why you may only be receiving compliments
from your staff. How many employees
do you know who openly critique their managers, directly to their
managers? You hold the keys to the kingdom. You can hire or fire
them. They need to ensure that they continue to get paid. Why would
they risk giving negative feedback and creating a “shoot the messenger”
situation? Even in companies that claim to have flat org structures,
there is hierarchy. Employees tread lightly when it comes to their
bosses. Don't assume that because you aren't receiving the criticism, it
doesn't exist. Chances are, if you create the right forum, a safe place
to give and receive feedback, you might be able to cull valuable suggestions
for organization improvement that make you and your team better.
Make time to support your direct reports. Don't assume
that you're empowering them by being laissez-faire and leaving them to solve
every problem. Some issues are systemic or managerial in nature, and need
to be solved by YOU. On the other hand, don't do their jobs for
them. If you are too busy "working" to manage, this is a red
flag that you need to balance or step back from your work as an individual
contributor and start proactively managing.
Take a hard look at your org structure, as well as the way
you manage. Have you set up a structure that is creating role
confusion or de-motivation among your staff?
Have you allowed a problem to continue at your managerial level that is preventing your staff from succeeding? Are you truly
empowering your staff to drive progress, or have you created a dependency on
you as the Single Point of Failure?
The right training can pay off in spades. There are a number of good programs; Ken
Blanchard’s tried-and-true Situational Leadership
can benefit both you and your staff. But
whichever your style may be, remember: stay brutally honest about your own role. Get feedback.
Schedule your own personal regular Agile
retrospective to ensure you stay focused on continue improvement. Be the kind of leader that truly affects
positive change.
