![]() ![]() And new research, as you might expect, shows they know their boss’s flaws. Executive assistants are often called office spouses.That’s not simple or easy, but it’s daily reality. ![]() And that’s not only OK, it’s better.” We are flawed, working with other flawed people, and have to make our best of that situation rather than further stoke our anger by rushing to share the latest supposed outrage. “Will anyone ever be able to truly connect with you, really trust you, honestly give you their all, if you only reveal to them the parts of you that you think will impress them? How long do you think you can keep that up? How long before they become disillusioned?” he wrote recently in Harvard Business Review. Consultant Peter Bregman argues vulnerability is a strength for leaders. ![]() And while your strengths, if truly admirable and of benefit to employees, can help compensate for your reasonable flaws your unreasonable flaws may overshadow those assets.Īs for your reasonable flaws, acknowledge them. You don’t want a reputation as a manager people leave. Your unreasonable flaws need to be identified and modified, through personal improvement and discipline, and leadership development offerings or coaching. If we view weaknesses as flaws, reasonable or unreasonable, that may be the best starting point for your own career growth. There have been debates on whether organizations and individuals should concentrate on accentuating the strengths of employees or correcting their weaknesses. But they can certainly get the opinions of the people who have been managed by these candidates,” he says. Now, they can’t exactly ask the candidates’ spouses because the current ones will be biased and the former ones will be more biased. “People who select managers have to hear from the people who know the candidates best. In selecting managers, he says the problem is the people doing the choosing have never been married to the candidates or never worked for them. Bush’s fearless decision to invade Iraq didn’t work out so hot. People can have those qualities and still mess up, he notes, reminding us that although courageous decision-making is often cited as a valuable trait George W. Mintzberg, who has collected a legion of such utopian frameworks, says most of the lists are fatally flawed. It lists five qualities, including motivating, building trust and making decisions based on productivity not politics. Gallup’s solution is to be careful in selecting managers since only one in 10 people have the right qualities. A Chinese proverb says: “He who blames others has a long way to go on his journey. People are flawed, your boss and yourself. Mintzberg offers us a leavening viewpoint: Get a grip. Gallup says we suffer emotionally and physically because of bad managers. But for some it doesn’t happen because they learn to live with each other’s flaws. For some, divorce even happens more than once – in either sphere. Mintzberg says with tongue trenchantly in cheek that “there are really only two ways to know a person’s flaws: Marry them or work for them.” Gallup’s finding about divorce at work may not be that different from divorce on the home front. ![]() If you’re currently at wit’s end over your boss, ponder those possibilities.Īt the core of daily work, are we just struggling to live with each other’s reasonable flaws? Prof. But perhaps their staff were not reasonable and couldn’t find ways to live with those flaws. Perhaps those managers who drive away staff had unreasonable flaws or reasonable flaws not suited to the circumstances. We are all flawed, a truism we aren’t eager to admit. ![]()
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