Old Way – New Way – No Way! Change is ubiquitous, especially in the course of digitalization, and often depends on the approval of a manager. But what if the manager would rather maintain the status quo, and in every area!
Some managers are stock keepers
A stock keeper is a manager who shows a very high perseverance in times of change. Unfortunately, many executives avoid change that does not come from you.
At the top of teams and companies are often exceptional talents, who are more efficient and assertive than competitors. They are people who are extremely fast in recording, structuring, analyzing and processing information and who decide decisively. As a result, you have a high degree of self-confidence and trust often in many decisions only on yourself and thus avoid change that does not come from you. Which is actually a misconception, because I can say from my own experience that only by changing talents will new opportunities arise for promotions in organisations.
Another point is that managers have been successful with your methods for a long time and like to try to solve the problems of the future with methods from the past.
Termination of managers
Especially in Corona, no one has a job guarantee anymore. It is precisely the crisis that is calling for change and makers. People who change the status quo from growth to crisis mode. But not every executive recognizes this risk and also the danger to his own workplace. Supervisory boards or top managers observe such behaviour for a while – but then they usually only act after some time under certain hardship like falling sales.
But how can you estimate whether the chair of the manager is wobbling or not? The first thing you notice in day-to-day business is how other managers or direct managers avoid the manager. The ratio cools down, becomes more neutral and more distant. Information is becoming more sparse and you notice that the manager is visibly nervous and even falls into actionism.
Next, such managers become isolated from other departments and when making important decisions. Managers notice this very quickly and displace it or will fall into actionism. I notice both behaviors depending on the character.
Negative feedback is coming
As soon as it becomes acute and an escalation against the manager is started, negative feedback also accumulates. Complaints from colleagues are also increasing. Reasons are sought to terminate the manager. I often experience that there is almost no search for a personal conversation here, but simply working in the background. The level of management is higher. You don’t get feedback, you should get it yourself or just do a good job.
Now a tough phase begins for the employees. It comes defiance! Some managers feel untouchable and unassailable. They believe they are winning and they are starting a real war. The stock must be preserved! For me, as a good manager, you always have to have a sense of the atmosphere in your own department and the top managers.
Another problem is that managers also like to say: Then I just go! I have many offers. But you quickly realize that you don’t get a comparable job with this power in the market and you get more than nervous. The reason is that these have become a bit leisurely over the years and change is no longer actively involved and is therefore not modern and fresh enough for the market.
As a leader, you should have a sense of what changes you are going through and which you are not. Especially in times of Corona, many levers will have to be changed. Don’t represent the blocker that hinders the organization and frustrates employees. Find the balance between change and stock. To do this, you should regularly reflect and also question your own character. To this end, I am currently carrying out a study, which will soon be evaluated on the blog. The survey runs from May to August and can be found here.
Update: This is currently available before publication in the journal for organizational development. I think it will be released in September about.Lesen Sie mehr dazu.
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