Stop Managing People – Start Facilitating Self-Management

Personally, it is so easy to are taken in by the spell of Ernest Taylor. Taylor promoted Scientific Management inside the mid 1800’s. His theory reinforced the minds that folks needs to be told what direction to go and controlled with pay policies. The Taylor theory promoted the idea management is smarter and really should therefore “manage” the employees who’re less intelligent and less educated. Our language still reflects this theory even though most managers will deny they think it.

We use phases like, “we must better manage our people we must drive improvement, or drive change we must manage worker performance each day.” Many of these are similar to the Ernest Taylor model which holds that employees need to be managed. Let’s change our paradigm. To begin to accomplish this let’s change our language. Let’s start encouraging and facilitating self-management.

Self-management means helping everyone to concentrate on the development from the interactions. There are 2 where to start facilitating self-management. First, we must draw a among interpersonal interactions and system interactions. Interpersonal interactions is a-on-one communications with co-workers and/or customers. System interactions will be the products of knowledge which pass between individuals a process. I call these “hands offs.” Discussing issues or obtaining a conflict using these guys an interpersonal interaction. A completely new sales order can be a hands removed from a salesman and procedures. Employees can manage both their interpersonal interactions and so they can manage their individual hands offs. They don’t need a manager to assist them with every one. They could manage the conventional, speed, efficiency, effectiveness of the interactions. They could be careful for behaviors as well as the quality and speed of understanding they process. Some employees may not be fully ready to manage these on their own. This is where managers may help them by facilitating. They could facilitate by identifying and removing barriers to self-management.

The second a part of self-management is always to give “Courageous Feedback.” As opposed to “concentrating on worker performance” we must provide immediate, sincere, and accurate feedback. When personnel are behaving in manners that damage trust or possibly in ways that prevent learning, they need to know. If they are creating trust or learning, they must be appreciated. It might seem very easy and it is sometimes complicated because it requires discipline.

Dr. W Edwards Deming mentioned 94% in the complaints are inside the system. If this describes true we have to spend no less than 94% of all time on growing the machine. When folks rebel with poor behaviors (people who damage trust and learning) because the device created frustrations for they and on them react. For me, individuals behaviors certainly are a “danger signal” indicating problems inside the system interactions. The end result is to supply and receive courageous feedback whatsoever occasions. Courageous feedback could make total responsibility to repair both interpersonal interactions and system interactions.

Leaders can begin to facilitate self-management by helping everyone know the among interpersonal interactions and system interactions then encouraging sincere feedback on. It’s believed the normal manager spends nearly 30% of your time managing poor performers and correcting their mistakes. Imagine what profit may be generated whenever we freed up this excellent management time. Are likely to whenever we quit to deal with employees and begin to facilitate self-management. We could change our language first.

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