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Wednesday, September 29, 2004
You might be a micromanager if. . .
Someone forwarded me to look at a web site. It was written by Mark Kimbell. and goes a little something like this...I think I can relate onto this....
YOU MIGHT BE A MICROMANAGER IF ..........
If you manage a team of smart, energetic people who know their jobs and have proven track records, but you insist on telling them what to do anyway, then…
…you might be a micromanager.
If you can’t stand for anyone on your team to attend a meeting without you or have any meaningful interactions with other employees without having you butt in, then…
…you might be a micromanager.
If your team suffers from low morale and high turnover because no one wants to work with you, even though you repeatedly showcase your expertise by second-guessing everyone on your team, then…
…you might be a micromanager.
It’s no joke! A micromanager is one of the most frustrating and demoralizing forces in the workplace. He has to make all the decisions, set all the priorities, and do all the talking. He has to sign off on every document and communication emanating from his team and has to attend every meeting that anyone on his team attends. He makes sure the spotlight is always on him and is quick to accept credit for team accomplishments. He is just as quick to assign blame to some individual on his team when something doesn’t go exactly right. He wastes valuable time on activities that others can handle without him, while many of his real responsibilities get shortchanged.
One of the micromanager’s main concerns is self-promotion. Somewhere in his past, he was woefully misinformed that a management role was an opportunity to gain personal recognition for work done by others. To justify this recognition, he supervises work needlessly or invades meetings where he isn’t needed, all to put his thumbprint somewhere on the project.
If this sounds like you, consider this: Coaches of champion sports teams don’t score points. They teach, facilitate, plan, lead, and fill other management roles that are critical to the team’s success. Your team needs the same contribution from you. Even though many technical managers keep their hands in the work to some degree (if you work for a smaller company you probably have to do a lot of the work yourself), you aren’t expected to personally accomplish much of your team’s mission. So it doesn’t make sense to put your energy into trying to make it look like you do.
Micromanagers insult the intelligence of the people they manage. It might be appropriate to closely supervise a crew of 15-year-olds around a deep fryer if they’re working for the first time in their lives. But mature, competent, trustworthy employees perform at their best when they have a great deal of trust and freedom extended to them.
Technical professionals, in particular, tend to have a high degree of pride in their skills, and most of them welcome the accountability that comes with self-direction. The micromanager sends the signal that the people he manages can’t be trusted to do a good job on their own. Because he is always making decisions that could and should be made by others, he creates the perception that he’s the only one on the team capable of any competent thought or contribution. That message is disheartening to team members and misrepresents their capabilities to the rest of the company.
If you suspect your management style might fall into this category, do yourself a favor and make some changes. Save yourself some valuable time by getting out of the business of supervising the day-to-day activities of people who will do a fine job without your interference.
Save more time by letting them attend meetings without you and letting them make decisions that they’re perfectly qualified to make. Spend that time learning to become a better manager and leader. Recruit a mentor, read some books, attend training sessions—there are plenty of ways for you to begin learning what managing people is really all about.
Then, if one or more of the people you manage proves to be incapable of doing acceptable work without your constant supervision, do something about it. Get them additional training, assign them a mentor, redeploy them into a role they can perform, or let them go. But, if they can do the work without you, let them! They’ll be happier and more productive, and you’ll be more successful as a result of their success.
Posted at 12:22 pm by KenshinHemura
Thursday, September 16, 2004
This would give you guides on how to control your emotions towards your better-half, friends, officemates and all the people around you, especially your boss. The rules of practicing 'ugaling langit, ugaling kaaya-aya':
#1 Ang naunang magalit ang may karapatang magalit. Pag naunahan ka na ng galit niya, tumahimik ka na lang muna.
#2 Walang taong nag-aaway mag-isa. Pag hindi kayo sumagot o pumatol, titigil din daw ang taong nakikipag- away sa inyo.
#3 Ang taong galit, 'bingi.' If someone is angry, wala raw pinakikinggan, so, don't try to explain and fight back. Hindi ka niya iintindihin dahil wala siyang naririnig kundi ang sarili nya.
#4 Ang taong galit, 'abnoy.' Ayon sa pastor, Biblical daw ito... because the Lord said when He was crucified, "Father, patawarin mo sila dahil hindi nila alam ang kanilang ginagawa." Modern term for these kinds of people are abnoys, so you better not get angry para huwag kang matawag na abnoy. You should also know and realize that the persons who make your day bad are jewel, because you need them for you to mature. Hangga't andyan daw sila at kinaiinisan mo, ibig sabihin, immature ka pa. God will not take away those people; it's for you to take away your bad feelings towards them. You'll know na mature ka na pag dumating 'yung time na hindi ka na naiinis sa mga taong ito because you have learned to accept them and to have patience with them.
#5 Finally, the best part of this is to tell yourself na, because of this person, "I will grow mature."
Peace ! Kamote Rules !
Posted at 12:05 pm by KenshinHemura
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 Kenshin -My name Kamote is my game !
Kamote Rules ! What ever principles you belive in just stick on it!
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