Steve Jones - Editor (4/30/2010)
I don’t mean to disparage or abuse any company that uses this now, but to me, it is a symptom that some core issues in trust need to be reevaluated and corrected.
Fair enough. Those are definitely issues that should be addressed and this isn't the way to do it. However, if there is a better environment, this can help keep employees.
Yes, it may help; but where it is needed it is unlikely to be implemented with real results. Where it would be welcomed and effectively implemented the lines of communication and trust make it largely unnecessary.
My view on management is that I manage material, processes, procedures, and situations. As a manager, my job is to facilitate people accomplishing productive work. I do this by identifying and prioritizing the tasks that are to be accomplished, ensuring that those who are to accomplish those tasks have the proper tools, training, authority to act, and accountability to accomplish the task, and then I get out of their way and clear obstacles ahead of them which I see and/or they communicate to me (that is part of accountability). I also make a particular effort to communicate my view of the results of their work in a positive manner. I try (and admit that it is sometimes a struggle) to make corrections in a way that is positive training for everyone rather than singling a particular person out for a mistake. I work hard at making sure that my team does not suffer for my mistakes or the mistakes of my super-ordinates or peers; I try to make sure that only honey roles downhill from me. I don not allow upper or lateral management to bypass me to ‘discipline’ my subordinates; if discipline is needed it is discreet. IF someone is not able to adapt then I move as quickly as possible to move them somewhere where they can shine. In all of this, if I find myself managing people, I have failed.
Keeping this in mind, if my subordinates, peers, colleagues and super-ordinates do not have sufficient trust with and in me to feel that their discomfort at telling me something will be vindicated on their part by positive action or a reasonable explanation on my part then I have some relationships to mend. The open communications, trust, and dialogue that I work at within my own sphere is not always appreciated nor reciprocated (generally by peers, some upper management) but it makes for great productivity, agility, and innovation; people want to be on my team.
The environment that I try to build for my team and within my sphere of influence is not shared by the culture of my present employer. Were my company to implement this process, it would be a farce. They do this, to a degree, now; the results are published and excuses are made. So, my experience has definitely prejudiced me.