Leading Into Oblivion


Hazel sighed.  While she didn’t expect much else from Sarah, she still had to marvel at how oblivious she was to everyone else, no matter how much she claimed she ‘cared’ for her department.   The latest meeting with Sarah, which was the reason for the elongated sigh, was the perfect example of this.

Sarah had called this meeting with Hazel to tell her about a ‘great’ idea that she had one day while out at lunch.  Now, to be honest, the idea wasn’t bad.  It would not go down in the annals of time as the greatest idea on the face of the earth, but it wasn’t bad.  Now, since it was Sarah’s idea, it was going to be implemented, for though Sarah contended it was ‘safe to say’ a contrasting opinion, Hazel (and everyone else) knew it wasn’t.  So, she just smiled and said yes, it was a good idea.

The ‘great’ idea would be implemented.  That didn’t bother Hazel.  She was used to implementing Sarah’s ideas, good, bad, and otherwise.  What caused the sigh for Hazel was the time frame Sarah insisted be followed for the implementation of this idea.  It had to be implemented by next month.  Seeing that it was already the third week of the current month, this left little if no time for Hazel. She knew, from previous implementations, that she would have to consult with the lawyers, with regulatory, and with vendors, to get this implemented.  If she and her team had nothing else on their plates, this might be a reasonable timeline.  However, due to Sarah’s past ‘great’ ideas, they were slammed with work in the current month and the next month, leaving no time for this to happen.  This was the cause of the sigh.

At no time during the conversation, which was rather one-sided on Sarah’s part, did she ask Hazel what kind of work she had in the next month.  Not one inquiry was made as to whether her team would be able to add this to their current workload.  There was not concern one for the welfare of the team or whether a team already overloaded with work could handle one more thing.  No, as usual, Sarah showed a callous indifference to anyone else’s time or concerns.  It will simply be done or there would be consequences.   Hazel entered her office and began to see how much more overtime she would need to put in to make this latest brainstorm happen.

Where is your perspective as a manager?  Is it solely focused on you, your career, and what others can do for you?  Or, do you look at your team, what challenges they are facing, what their workload is at any given time, and then look at what you can do to make it easier for them?  Does your viewpoint stop at the tip of your nose and go no further?

Your employees are your greatest resource, and the source of your success.  If that is the case, shouldn’t you do everything to help them be their best?  Doesn’t that deserve at least one question as to if they can implement something for you?

If you treat your employees simply as tools to get a job done, those are the results you will get.  Emotionless, utilitarian, and inanimate.  A good manager knows to treat their people as people to get amazing results.  One thing is for sure…there will be a lot less sighing.

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