W W W . N R P A . O R G | D E C
E M B E R 2 0 1 3 |
Parks & Recreation
No matter how outstanding the organization, resources or team, a manager’s
style can make or break its success. As discussed in “Micromanagement (Part
One)” (http://www.managingmanagement.us/2013/11/micromanagement-part-one.html),
a micromanager can inadvertently breed lack of engagement, low morale and poor
productivity for both staff and the organization.
If employees feel that they are not trusted to do the job they
were hired for or that their experience and knowledge are constantly being dismissed
and or trumped by their manager’s actions, eventually those employees will stop
taking initiative or making decisions. The most organized, deadline-driven
employee will suddenly seem to procrastinate — after all, what’s the point of
completing a projector task in a timely manner when history indicates the micromanaging
boss will take it over or assert a different direction before the employee is
done anyway? Or worse, the boss will discard a completed work and redo the
whole thing him- or herself.
If the descriptions above seem all too familiar, you may be one
of the frustrated and disengaged, wondering why you keep coming back each day.
Oh, wait…right — you love this job. You don’t want to leave; you just wish you
could get your boss to change his or her destructive ways.
