I've just moved into a new role as a General Manager at a construction firm and have spent the first few days getting to know the project team members and their thoughts (good and bad) on the business.
Almost every single person I've spoken to has said that the Managing Director (sole company owner, and the only person that sits above my position in the hierachy) is a micro-manager, is too involved in the day to day running of the projects and will not relinquish enough control to the project teams to get their work done effectively and efficiently.
I believe we are on the verge of losing several key project team members, and from what I understand the company has had high turnover of staff during the last few years.
How should this be approached with the MD ? His chaotic approach and over-involment at the operational level is clearly causing problems however his appointment of myself is to relieve him from the duties of running the business so he can focus even more of his attention on the project work.
Any comments or advice would be greatly appreciated.