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[quote=Anonymous][b][quote=Anonymous][quote=Anonymous][quote=Anonymous]I have your back, you have my back

I roll up my sleeves, no task is too small and no title will prevent me from helping out during crunch time

I don't monitor or babysit, if I get wind of someone not performing (which I have in the past) I re-train and spend time with the individual to feel out what the disconnect/issue is

LISTEN more than I talk

Award high performers beyond the annual review cycle

Weekly one on one's are scheduled as a placeholder but if we have nothing to talk about, it gets canceled why force it?

Open door/open communication[/quote]

You sound like a bad leader to some people according to Leadership Challenge training I received. I say that as you are prescribing your core value system to others. What you described may be perfect some people if their core value system aligns your core value system. Plus you are mixing in a God complex. Like the new mother in law going into kitchen at first Thanksgiving dinner to roll up her sleeves and show that new daughter in law the right way to cook.

Your approach will work for most. But it is missing looking at the total person, when you ask how are you it should be a deep meaningful conversation. You are just focused work, divorce, death, illness, financial troubles are often root causes of poor performance. Roll up your sleeves is not right approach for an employee whose real issue is problems at home that need your emotional support.

[/quote]

PP - you keep talking about this one training you did like a recent convert to a new religion, but have you ever actually managed people?

I agree with the PP wholeheartedly, and I'm someone who has seen a bunch of leadership/management fads come and go. [b]The bottom line to being a good manager is clear expectations, giving people the tools to meet those expectations, and holding them accountable when they do not. And, yes, never letting them believe I'm not working exactly as hard as I'm asking them to work. If I have to roll up my sleeves and make copies, or edit a report because a direct report had a personal emergency, then I'll do that. [/b]

I am a good manager *because* of these tenets, which include taking hard decisions. Rarely are those hard decisions termination, but they can be performance improvement plans or simply refusing to engage in routine promotions. This is premised on making sure the team functions effectively, giving credit for successes, and taking blame for mistakes.

It's not rocket science and doesn't require a special training, but not everyone can do it, and that's okay too.

[/quote]

I am also fed manager and 100% agree with this. You can be a strong leader and also be a compassionate. In addition to holding my team accountable, I am supportive of them individually when someone faces a personal issue like death, divorce or others you mentioned.  That support is part of "rolling up your sleves" as a manger. If you have awareness of the work your employee is doing and they need to take leave, you are there to step in and pick up the slack or reassign it to another team member without too much disruption.

I also agree with PP's recognition of good work when it happens and not just during performance reviews. I do an end of week email every Friday afternoon to highlight administrative emails, office-wide requests (i.e. "everyone fill out this spreadsheet by X date"), and I also use that space to highlight individual "small wins" and "great news to celebrate."  I have limited ability to give bonuses and time off awards, but when someone finishes a big project, or gets praise from a higher up, I always try to do a STAR award. [/quote]

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