[svp]http://www.youtube.com/watch?v=0Yg-Ae_PcHA[/svp]
My friend, Jeff Nischwitz, posed this provocative question recently. For you, you may not see the difference, but for your team, for your staff, they do.
Here, I explain the impact from your staff’s vantage point, and how it will come back to haunt you.
[spp-transcript]
Jeff Altman, The Big Game Hunter has been coaching people to play their professional and personal games BIG for what seems like 100 years.
For more No BS Coaching Advice & encouragement, visit my website.
I’m afraid you’re behind the times on this. I see this micromanagement
daily with outsourced resources because of cultural differences on the
topic of proper and prompt execution. This carries over on everyone, and
it’s best to confront this issue head-on, especially if you’re an employee.
In almost all instances the cause is 4-5 layers up with a data obsessed
upper whose style radiates down. No amount of persuasion will fix this
issue, you will end up having to confront it head on, preferably with
another written job offer in hand
I’m afraid you’re behind the times on this. I see this micromanagement daily with outsourced resources because of cultural differences on the topic of proper and prompt execution. This carries over on everyone, and it’s best to confront this issue head-on, especially if you’re an employee. In almost all instances the cause is 4-5 layers up with a data obsessed upper whose style radiates down. No amount of persuasion will fix this issue, you will end up having to confront it head on, preferably with another written job offer in hand
I’m afraid you’re behind the times on this. I see this micromanagement daily with outsourced resources because of cultural differences on the topic of proper and prompt execution. This carries over on everyone, and it’s best to confront this issue head-on, especially if you’re an employee. In almost all instances the cause is 4-5 layers up with a data obsessed upper whose style radiates down. No amount of persuasion will fix this issue, you will end up having to confront it head on, preferably with another written job offer in hand
+Maurice Levie, you are writing as an employee when I am speaking to leaders. As an employee, people may be faced with ths choice and I explain that option as one of the reasons why leaders need to follow up.
+Maurice Levie, you are writing as an employee when I am speaking to leaders. As an employee, people may be faced with ths choice and I explain that option as one of the reasons why leaders need to follow up.
Jeff Altman I write as both, and I am guilty of it as well. The workplace I’ve been in for 2 decades is global, and 95% of my resources are in Asia. There’s a huge difference between what is considered as follow up versus checking up. Team leads spend most of their time filling in for team members that are unable to produce the minimally sufficient level of output, and I have on many occasions had to hold team leads’ hands through simple tasks that took them out of their subject matter. In a globalize workplace you defer to the French team leads, be 100% clear in writing to the Chinese team leads, humbly suggest an outcome to the Japanese team lead (doubly so if he’s older than you), micromanage the Indian team lead, and treat the Philippino team lead as an equal.
Jeff Altman I write as both, and I am guilty of it as well. The workplace I’ve been in for 2 decades is global, and 95% of my resources are in Asia. There’s a huge difference between what is considered as follow up versus checking up. Team leads spend most of their time filling in for team members that are unable to produce the minimally sufficient level of output, and I have on many occasions had to hold team leads’ hands through simple tasks that took them out of their subject matter. In a globalize workplace you defer to the French team leads, be 100% clear in writing to the Chinese team leads, humbly suggest an outcome to the Japanese team lead (doubly so if he’s older than you), micromanage the Indian team lead, and treat the Philippino team lead as an equal.