Why are there poor Managers?

Management is an evolving science and over generations, I realise that the more we study about management, the lesser we are getting to know about it. 

Management is a function of an organisation that integrates smaller functions to drive the purpose of an organisation.  The larger the organisation, there will be layers and layers of managementfunctionaries but ultimately, it will be the top functionary who matters because he has a larger say in the operations.  And when power is vested in that individual, it tends to deflect his attention away from his colleagues.  S/he is more inclined to display his own performance before her/his paymasters because he too wants to get ahead in life

In the entire management process, one forgets that an organisation is merely a legal entry in a government’s books or the bank accounts.  What makes an organisation is the people and the reason why company’s flourish or fall victim to the clock is people do not feel the need to be engaged. 

Humans need compassion, empathy, motivation, mentoring, direction, encouragement, clarity, support, guidance as to an organisation’s functioning.  A senior manager’s whims and fancies that are not aligned to the organisation or which are in stark contrast to the organisational culture drives people to withdraw, leading to a decline in their performance, disintegration, office gossip, drooping of shoulders and poor body language.  The coffee machine gossip picks up, people talk in hush tones and private meetings and mini-conferences begin to be seen.

The reason why most organisations begin to crackle is because managers forget that they are dealing with humans with emotions.  In order to achieve targets and bottom line, they often forget humans have their own problems to deal with.  A person burdened with problems at home is likely to carry them over to work.  S/he is not a robot to cut them off at the work place and it will definitely affect her/his performance.  A good manager is one who will spot such an employee’s behaviour over a period of time and will have an open chat to see where adjustments can be made.  The manager has the discretion to move things around, tap on available resources, give people space and other team members will be more than willing to accommodate their colleague.  It also helps the affected employee to resolve his own situations quickly so that he can back into the grove and possibly give back or compensate for the lean period.  This builds up a healthy temp spirit and there are instances in history where co-employees have gone out of their way to extend support because they know full well that, God forbid, it could be them tomorrow and they may require such a support system.

If a manager is purely focussed on this organisational performance, then it is a good recipe for disaster.  People then work mechanically, don’t apply their hearts and mind, make mistakes which grows into an uncontrollable fireball.

Management experts have often said that employee’s don’t leave organisations but they leave poor bosses only to find another of the same type in the new one.  Perhaps, this search never ends because such managers are all over the place.

My advice to Managers is to have a humane approach, take interest in the lives of their employee and over a period of time, results will be seen.  People can clearly see care and concern for others and will give their arm and leg to be a part of such a team.  I say this out of experiences of building high-performance teams, converting low-performance, disintegrated workers into delivering results that have never been achieved earlier.  I have seen employees beginning to contribute ideas and suggestions to further improve because they feel recognised, appreciated and valued.

Best Wishes.

Sarfaraz

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