Submitted by dubya75 on
in
Forums
I'm the manager for 25 technician level folks. I am having trouble observing my folks in their working environment (control room and out in the process area) without being perceived as lurking about or following them around looking over their shoulder. My intention is to be able to make direct observations so that I can provide feedback, but my approach isn't working. I've retreated to my office and relying on others who work closely with my directs to give me 2nd hand feedback on their performance. Any suggestions on how I can improve so that I can observe my directs first hand?
Some ideas...
Some examples to illustrate observing directs' behaviors first-hand. I'm sure folks this forum can help build out the list even further...
- I'm assuming you must be in some meetings with your directs and others, or phone calls? You could provide feedback based upon what you observe or hear
- Alternatively, they must deliver a work product of some sort to you or clients - you could provide feedback on that
- Do you do any coaching of your directs week in week out? If yes, feedback opportunities exist all the time
- Do you ask your directs to complete actions at any point - if yes, you can provide feedback on what they complete and how
- if one of your directs covers for or helps another, you can provide feedback on their teamwork
- If you delegate stuff, then you can provide feedback on how the delegated item is completed
Lurking
BLUF: As a manager, you are responsible for the work that comes out of your group and in developing your team - if observing is an effective way to be successful in both areas, then explain to your directs you are sorry they feel that way, but it is a reasonable request with which they will have to live.
This is an example of something that has been a sore spot with me for years - putting a negative word on something that is totally appropriate. Do your directs actually think that having a manager observe them to provide feedback is a negative thing? The fact is that as a manager, you have every right to observe them on the job. As long as you provide both positive and negative feedback and do not use it as a way to "hammer them".
I hear the same things from some directs on reporting. I have a high profile project that I am on with one of my directs and the VP asked for daily 15 minute meetings to provide status updates and address issues quickly. My direct said "I feel like I'm being micromanaged". I quickly pointed out that providing a report on our progress is certainly a reasonable request. Plus, it isn't as if he is setting the task list for us and then checking every minute. I hear examples of this all the time - someone finds something inconvenient and throws a negative word out there to describe it.
Don't even get me started on being "fair".
Not lurking, interacting!
As their manager, get out and check in with them. I like to stop by each person's desks and ask how they are doing, what they have planned today and see how things are going. It needs to be natural and authentic. If you are relaxed about it then they are likely to reveal themselves as to whether they need your assistance, are struggling with something or have a personal issue, i.e. cat is sick, etc. In some jobs where there was a large number of directs I would actually do this twice a day as sometimes I missed people on the morning go around. Be approachable and get a feeling of how things are going in the workplace.
The idea is not to go looking for things to give feedback in but to check with them if they need anything from you or the organization. Naturally, some feedback may be an outcome but hopefully it is primarily good feedback!
Let us know how it goes!
Are You Prepared To Trust Them?
First let me echo what Brian and DTiller posted above. I am a huge believer in Management By Walking Around (MBWA). To be successful at it, you must take pains not to look solely for faults. Instead, make it a point to MBWA and greet everyone each morning (there's a 'cast for that). Do a little socializing. As you make your rounds later, make it a point to ask their advice and to seek feedback from them on their projects. (This could also be impromptu brainstorming with them to seek solutions.) Make it a point to find things to complement them on, even if you have to let a few negatives go unremarked. Therefore, the majority of your comments will be positive, followed, by "social," last by negative feedback, which should be given in private, if possible.
Now, zoom out to the strategic level. How can you seamlessly incorporate this into your management process in a way that doesn't impede other processes? Linge's comment above could be helpful. For example, some of the conversations may lead to you sharing their ideas or providing them with recognition to your supervisor or other departments. How will you do this? (And imagine the impact once you do.)
Let me revisit Brian's point about appropriateness. I totally agree. If someone attempts to cast this in a negative light, stop them in their tracks immediately and let them know you are not only doing your job as a manager, you are helping them be more successful.
BLATB (Bottom Line At The Bottom) You want to be perceived as positive support, not a cringe-inducing spy when you walk into the room. That requires trust. Before they will trust you, you must demonstrate that you can trust them. To do that you must focus on the positives.
Glenn
PS: One last thing. You may walk up to one who is hung on a problem. You might see the solution immediately. Rather than just give it, see if that person can figure it out by responding to a series of questions you ask. As Dale Carnegie says, "Let the other person feel the idea is his or hers."