I work directly for a manager who has three other directs under him. I have worked 6 years for this manager.
Though he is just down the hall, our communications are almost entirely adhoc. After the first year during the annual performance review, when he asked what could he do better, I suggested "regular" structured staff meetings. He informed me that "he was not a very good manager" (no kidding) and laid other self depreciating remarks on me about his ability to manage. This happens every performance review.
You got it, the manager is strictly task oriented and loves to be busy doing the same type of work his directs do. In fact this year I counted 29 projects that he should not be doing and instead should have been delegated down to us directs.
He has started doing staff meetings but they are pretty poor and then just stop, without notice, until I bug him about it at the performance review and they start up again and stop.
This years performance review is coming up and I anticipate the same pattern. I don't think I want to lay the O3 thing on him for him to instigate with all directs. I am looking at trying a new tactic and that is requesting that [i]I schedule weekly one on one's with him.[/i] I am thinking that by modeling that, he may see the value and apply it to other directs too.
The awkward aspect is that I am going be managing the manager and the one on one will be coming from me, note format and all, so the skill will be in getting him to take the lead aspect over.
I am sure there are folks who have similar situations. Comments?