More Structure or More Freedom?


“I believe in empowering my employees,” a manager said to me.

“What do you mean by ‘empowering’?”

“They know what we need to do.  I let them to do their thing. If they have questions, they know how to contact me.”

Another manager, taking a different approach, remarked, “I like to tell my team how I want tasks performed.  I use checklists, status reports, and deadlines as tools.”

“Do your people complain about micromanagement?”

“Not really, if they have suggestions they tell me and I listen.  I think they like to know what I expect.”

Recent management trends are clearly in the direction of the empowering, employee-freedom model.  Some companies even allow employees time to work on items of interest outside of their job responsibilities.

However, seventy-three percent of my workshop participants say that their organizations would benefit from more—not less—structure.  Suggestions for increasing structure include:  performance tracking, standardized processes and consistent application of policies.

High-performing employees tell me they like managers who tell them how they want things done and also listen to their suggestions for doing things differently.  Perhaps the key is to be both clear about what you want and open to employees’ ideas.

 

 

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