Alternatively, speaking as a member of staff, the best managers are the ones I have least interaction with. I don't want micromanaging, I don't want check ins, I don't want a development plan, I don't want to talk through my cases. Unless there is a problem, leave me alone to get on with real work.
This.. the said manager is too busy firefighting to develop his team, likely not great at delegation either, and not understanding the links between development, trust & delegation, which in turn leads to less need to firefight, and more time to develop the team further...
Yep, I wasn’t a very good manager at first and struggled with delegation. I fell into the trap of “it’s quicker to just do it myself”, which doesn’t help anybody.
Same here, it was very difficult to begin with but slowly getting better. Also need the right work load to take on junior staff. I had a grad forced on me when we had no real need for one, keeping them busy and engaged was impossible, they moved on within 3 months.
That's something else I'm very conscious of, trying to keep staff interested by varying the tasks and dedicating time to upskilling/knowledge sharing. There's a bit of succession planning in there too.
Indeed - if I can pass all of my expert knowledge onto the rest of the team, I can take a holiday in the knowledge that there's always somebody who can pick things up. More importantly, I'll eventually get to move onto another job (or retire) without leaving my department up sh*t creek.
Comments
No, it’s just bullshit.
You don't actually get made redundant of course, you are a great manager, why would they?
You just get a new team to work your "magic" on..