There's always someone on your back...

...or why hierarchies prevents people from doing their best...

Will you as a manager control freak survive as a manager in the long run? The answer is, unfortunately, yes. At least in the organizations and cultures where you insist to be involved in every decision and it is accepted that you are.

Sometimes it becomes ridiculous. Like when we were in France and would move tables that were misplaced before a seminar. We needed additional table clothes and the staff could not decide on whether or not to supply us.

They tried desperately to call their boss who could not be reached…

We solved the issue, to the staff’s despair (no shadow to be cast on them), by opening the cupboard containing the table clothes and just fixing it.

After the seminar I overheard a member of the staff being yelled at by the manager. Not about us solving the table cloth issue, but that his employees had embarrassed him ... !

Different organizations need different type of control. The important thing is that management does not become a yoke for employees where the slightest decision to make a change or take a decision, needs to be managed in the hierarchy.

Of course, someone needs to be in charge to make sure you live the corporate values . But it should not result in impossible rules and structures that hinder more than help in the business. Which only satisfy the ego of some managers. Decisions must be close to the customer.

You can't be everywhere...

Managers cannot make all decisions all the time as they simply cannot know everything and not always be present. The larger the organization the more difficult for the manager to know it all. Delegating? Sure, the right to make decisions must be close to the customer.

In a strong hierarchy there are certain advantages. There is a clear division of responsibilities with clearly divided tasks. It can lead to a sense of security and orderliness.

The flip side of the coin is that the will and permission to take own initiatives and act outside the box is quite limited. In many organizations, the hierarchy is palpable. Do not do anything before the boss has told you to do it!

The result is unengaged staff. Even if they have a solution on how to work more efficient, smarter etc. they will not.

"I'm not paid to take responsibility..."

"It is the manager who makes all the decisions and it is he or she who is paid for finding solutions." "I will never help another person or group because that is not my responsibility." 

Experienced this myself and it is unfortunately far to common...

In some cultures others are blamed when a customer complains. "It's not my fault" the client is told. No, of course it's not your fault. But you represent the company and as a result you are also responsible for others mistakes when speaking to a dissatisfied client.

There is an inherent fear in the hierarchy of being punished for doing "wrong". You simply have to solve your issues when the customer is not present

Generally speaking, employees want to develop and take responsibility. Is this possible in your organization?

We are grownups in the workplace. How can we deal with large key customers in the organization but at the same time not be trusted to order a new password to get access to the order system without a signature from the boss?

If you are a well-liked manager you will do well

Emma Seppelä, doctor of psychology at Stanford University has studied modern organizations and states that nice and well-liked managers will win in the long run.

But, wait a minute .... Should not a manager be firm and determined and keep distance to the employees otherwise they will just be lazy employees?

"Not at all," says Emma Seppelä. "Decent work managers get decent and loyal employees if they do not allow themselves to be used, of course. They become more productive in the corporate culture making them feel more secure ".

In this organization people are allowed to make mistakes. They feel less of a threat which makes them happier, healthier and more profitable for the company.

"Tough managers often believe that employee productivity increases if you tighten the thumbscrews. Anything that increases the stress and research shows that high levels of stress leads to costs for both employers and employees, "writes Emma Seppälä in the Harvard Business Review.

Well, obviously it is time to open up as a manager then and dare to ask questions to employees without feeling threatened or losing face:

• Who has experience from a similar situation?
• How did you solve the problem?
• Can we use the same solution to this problem
• How can I help you?

This behavior creates commitment and trust!

What would your spouse say?

Tools for annual employee interviews are becoming more complex and the results become more and more detailed and compare ourselves with and against others. Extremely effective! Or ...?

In some cases, technically, the tools is a Ferrari but the user (the manager) has unfortunately only cycled in past ...

Accept feedback directly without hiding behind a form. Talk to your employees!

Three simple questions to be used during the year that reduces the drama of employee performance and hierarchies:
• What is working well?
• What is not working well?
• What would you do differently if you were the boss?

What would your spouse say if he or she had to fill in a form about how you function as a husband / wife. Then you'll probably spend Christmas alone ... 

What is the problem with stating your views as an employee? If you are afraid of getting fired because you have ideas and stand up for your opinion (integrity) then you should probably not stay where you are…

Involving your employees by showing that you as a manager don't have all, or the best answers and solutions, will empower your employees to make a good result for you...

And here's a bonus for anyone who likes to use its power in the wrong way. Talk about hubris...

http://www.bbc.com/news/world-asia-30375004