Overcoming Trinity Pushback - Chapter 1 - "One on Ones Are Micromanaging"

Submitted by mauzenne on Mon, 01/14/2013 - 09:20.
in

This guidance tells you what to do when directs resist One on Ones because they are a form of “micromanaging.”

What do you do when one of your directs complains that they don’t need/want/like One-on-Ones because they say they’re a form of micromanagement? Are they right? What the heck IS micromanagement, anyway? Can I leave them out of the process?


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jdbrown1998's picture
Submitted by jdbrown1998 on Mon, 01/14/2013 - 14:55.

Great cast!

 Man I wish this cast would have come earlier.  I had this problem with a direct who was essentially saying "I don't want any oversight."  The entire time I felt like I was shadow boxing because no one was willing to define micromanaging and that resulted in many problems.  

 

Thanks for doing what you guys do and keep up the good work!

 

-JDB

jbezem's picture
Submitted by jbezem on Tue, 01/15/2013 - 10:00.

iTunes version 'corrupted'

My iTunes account loaded this podcast, announcing 23MB, but downloading 46MB.
Playing the cast, after approx. two-thirds of the cast, it broke off and started again, so it seems that the first 2/3rd is contained double. After restarting, the rest seemed complete, so I heard the full cast.

You might want to fix it anyway, in order not to confuse people.

Regards,

Johan Bezem

Interim Manager
Embedded Systems Consultant
http://www.bezem.de/

asm1105's picture
Submitted by asm1105 on Wed, 03/20/2013 - 11:05.

Pushback from Senior Execs

Hi Mark

Catching up on podcasts.  I never even considered a direct report would ever push back on 1 on 1's!!

My problem in the past has been with my executive, telling me and others publicly that he certainly wouldn't have time to conduct one on ones with his reports - he expects his managers to be self sufficient, etc. 

You and I agree he's wrong. However, the implication is that I (and anyone else who dedicated such ludicrous amounts of attention on directs) am micro-managing my staff and should be employing myself better elsewhere.  His evaluation of me as a manager was as "less than effective" as a result. On the other hand, my behaviour (still doing one on ones) highlighted that I considered him to be less than a good manager - not a case of opposites attracting I assure you.

Water under the bridge now -  I just left at an opportune time. But it was a frustrating episode.

What's your advice in such a situation?

Regards

ASM