Managers and managers. Looking for differences

    All of us in our work one way or another come across people from whom we need to get something. It doesn't matter what - resources, money, response, approval, information or anything else. The situation is always the same - our further actions depend on this person. And whether this person works in your company or not, whether you have levers of pressure on him or not, the principle does not change. This person is already a manager in terms of impact on you and your actions.

    I will try to share my experience of such an assessment with you after my next mistake, when, despite obvious signs, I continued to spend my energy and time to achieve the result.

    To begin, I will offer the following terminology, which has proven itself very well in my experience:
    • Manager (respectfully) - a person who knows how to make decisions correctly.
    • Manager (disrespectfully) - a person who must make decisions, but does not know how to do it.

    As you already guess, it is very pleasant to deal with managers, and if your proposal can interest anyone at all, adequately and expediently, you will quickly find a common language.

    With managers , everything is much worse. Here hundreds of forces can act that interfere with work - from megalomania to an inferiority complex; from greed to unmotivated principled position. With them, you can try to resolve issues as quickly and creatively as possible or try to switch to another (more adequate) contact person, preferably a manager.

    I will try to list the signs by which a person can quickly be attributed to one of these types.

    • A true manager is truly responsible for his words. If he promised something, he does it without fail. Well, or really trying to do it. If it does not work out, you yourself will see the objective reasons for the failure and you are unlikely to make a claim.
    • The manager quickly and without hesitation connects other employees to the communication process, if necessary.
    • The manager appreciates his own and other people's time, so he is constructive.
    • The manager is not only responsible for his words, but also requires the same from others, so communicating with him is very easy to formalize.
    • The manager plans his actions, so your joint plans are always as informative and transparent as possible.
    • The manager is always clearly aware of the boundaries of his authority and clearly indicates them to others, making the solution to the problem more predictable.

    • Optional response to requests and uncertainty in response time. First call. Things have not yet reached the point of view, and uncertainty is already arising, you have to spend more attention and time on getting feedback.
    • Creating uncertainty about the decision making process. As a rule, there are links to certain leaders who are either on a business trip, then fall ill, or are very busy. Moreover, their contacts are not categorically given, forming a black box, access to which is available only to the "selected" manager.
    • Reluctance to conduct documented communication. Any document immediately entails responsibility, therefore, whenever possible, communication is either conducted by telephone or in the most informal way.
    • Disruption of agreements. One of the most typical phenomena on the part of the manager. If you agree on something, it still does not mean anything until they are finally formalized.
    • Drop out of the communication process. A person becomes very busy and completely inaccessible.
    • Delaying the process in one stage for a long time. At the same time, the visible causes may either be completely absent or demonstrated.
    • Unconstructive communication. You can communicate with the manager for a long time, and hanging up to think about what was discussed. To think and be surprised that there are simply no real results of the conversation.

    Unfortunately, in our life there are too few managers and too many managers. In addition, in some cases, we ourselves do not play the role in which we would like. Therefore, I urge you first of all to start solving such problems on your own, and it will be possible to deal with others ... There are many ways to overcome managerial barriers, but there are a lot of smart books on this subject and I'm not sure that such an article will be very interesting and relevant.

    I wish all respected habrazhiteli come across more often with managers and bring all their undertakings to a successful conclusion.

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