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>>When I, a manager, ask “what is the biggest obstacle facing you and how can i remove it,” I’m offloading the manager-level work of identifying blockers for my
by NikolaNovak 7y ago
>>When I, a manager, ask “what is the biggest obstacle facing you and how can i remove it,” I’m offloading the manager-level work of identifying blockers for my team on the individual.
That gets a bit circular. In my mind, "asking my team members" is THE number one method of "identifying blockers for my team". Think about it - if a manager didn't ask for input from their team members, and instead assumed they can identify blockers, on their own and in vacuum, how would we portray such a manager? :-)
>> ive never had a manager that was willing to actually do the work when they asked the questions on this list
That is indeed the crucial second part; works for anything though - whether it's "lessons learned" at the end of the project, or "requirements gathering" from the client/user-base, or "soliciting feedback" from team members - obtaining information is critical #1 step; only useful if you then action it.
Just because both effective and ineffective, willing and unwilling managers ask questions, doesn't make questions themselves bad. It does depend on the actual manager and the relationship they have with a team member.
So I'd say such questions are "necessary but not sufficient" criteria for managerial success, and having a list is similarly "useful but not sufficient" :)
- yankit 7y agoI agree, not only these kinds of questions we should ask, but also we should have data and objective results. Adding data and caring about people personally make the best managers I've ever seen.
- TeMPOraL 7y ago> Think about it - if a manager didn't ask for input from their team members, and instead assumed they can identify blockers, on their own and in vacuum, how would we portray such a manager? A smart manager can also observe things, but on top of that, in a healthy atmosphere some employees will provide that feedback on their own. If subordinates trust that voicing their concerns will have positive, or at the very least non-negative impact on how they're seen, they'll tell you all about the blockers and the uncertainties.
- NikolaNovak 7y ago>>in a healthy atmosphere some employees will provide that feedback on their own. Absolutely; but again, such atmosphere does not come out of nowhere. It may get boot-strapped by the initial cycle of: 1. One-on-one meetings where team members are encouraged to bring up thoughts, concerns, ideas, etc. 2. Manager who reacts positively to such feedback; actions it (within the constraints of organization & reality); and communicates outcomes honestly 3. Faith & mutual trust are established and team members feel more comfortable bringing up feedback on their own. At least in my experience, not everybody is willing to provide feedback of their own initiative to a new manager. You have to earn it...