Bill talks about 'control'
I would like to affirm and build upon Bill's comments.
I have been privileged to work for two outstanding bosses (outstanding as
people as well). Both delegated as much as possible, both protected their
staff with a passion that inspired confidence. THey both made clear their
expectations and let you know their disappointment if we failed to meet
them (I use the word disappointment deliberately. Both did not blame).
They sought to understand us and what we needed to work effectively. They
spent time building trust and consequently got it in return. To break
their trust was, to me, an almost unimaginable thing.
The result of their efforts meant they got outstanding results from all
their staff. We developed quickly within a secure and tough environment
(tough in the sense of demanding), we were expected to get on with our
jobs and to ask for help when we needed it. Sometimes our requests for
help were shunted back with the words, "Do what you think is right and I
will support you". It later became clear this was sometimes done
deliberately to help us learn and it felt pretty scary at the time.
They had 'control' of the very best kind. We kept them informed because
they needed to know what we were doing to support us. They did not need to
know all the detail. If things got difficult I was aware that I let them
know early rather than later. There was no downside to being open about
problems.
Both provided the sort of management that I wish was more widespread.
Ian Saunders
Transition Partnerships - Harnessing change for business advantage
tpians@cix.compulink.co.uk
--tpians@cix.compulink.co.uk (Ian Saunders)
Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>