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Encouragement and Feedback - Learn From Your Subordinates
The General came to a foxhole and found a GI curled up in it.
“What are you doing in that there foxhole, son? There's a @#**@* WAR going on,
or didn't you notice”, the General barked. “Sir, if a fox noticed the war, an'
he gone dug this hole to take cover in, then he's smarter'n me, shorenuff!”
replied the soldier. Just then, a bullet clanged off the General's steel helmet,
and he dived into the neighboring foxhole.
“ Darn right”, grunted the discomfited General, “ Good thinking, Son. Reckon
I'll stay put here till we get covering fire”.
Sometimes, the men know more about
the situation on the ground than the managers, and that's acceptable
because that's their job; the manager can't know it all, and cannot process
information he doesn't have first hand.
Managers march to a different
drummer, they have a different role and a different orientation. It is
not just learning specialized things that are involved, but taking decisions in
a constantly changing scenario, where new approaches
may be required. Old ways, old solutions may have become redundant. The
actual person responsible for doing the job usually knows best. Hence the importance of developing staff/
subordinates, and the conscious creation of a
learning culture/ atmosphere, which can really pay off when the chips are
down, i.e., when you need information yourself. Foremen, typists, secretaries and line-assistants are ideal
sources, eager to help and add a word of inside caution.
- Keep
three important considerations in mind when doing this:
-
Establish your competence in your core area, It pre-supposes an atmosphere of
mutual trust, but take care to select a really trustworthy person
- Get
as much background information as possible before tuition, to dispel possible
unrealistic first impressions, later transmitted through the grapevine.
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