Who among us has not fallen into the trap of believing that in order to be our worth salt and managers, and we must be omniscient, omnipresent and omnipotent on the job? In fashion Truman-esque announce that the buck stops with us, and confused to take responsibility for the results with being responsible for monitoring everything that happens with the project, department, or business unit.
Everyone knows about the bottlenecks that occur when they have a lot of information flowing through one pair of hands. Typically, managers who take responsibility for every detail they spend long hours checking the work of associates (which are often administrative in nature), while the higher level functions, such as setting strategy, neglected.
On the other hand, managers who are responsible for the results performing the function of leadership, which involves placing the vision, set goals, and develop a strategy and resource management. Instead of focusing on how to do each task, the process is evaluated. Instead of reviewing the work of everyone, and is evaluated work habits to make sure that people have the skills and resources they need to achieve outstanding performance.
This distinction is crucial to the business, newly promoted, and now overwhelmed. I often find with clients who train unreasonable expectations or unrealistic is in the heart of the Hearing Alim syndrome, ever-present, all mighty. Hopefully, you at least smile when you read the title of this article, because you realize the futility of the quest literally be omniscient, omnipresent and omnipotent.
There are a number of reasons that people fall into the trap of control. They include concerns about the exposure of accountability, perfectionism, and lack of confidence, and repeat the bad habits learned from former bosses. Sometimes, people fall back on skills, such as staying on top of the details, which were important in previous jobs, but not in the larger roles with the responsibility of management.
If you find yourself immersed in the details that drain your energy and keep you from activities that add value to a minimum, it may be working with unrealistic expectations. These include common insists on one particular result, is being successfully from the first try, or that something is happening in a certain way. Others are all-or-nothing thinking, and treat every setback as a disaster.
His computer consulting company was facing difficulty in business development, in part because it has made itself responsible for the acts of all its subcontractors. Defied any of the methods that are different from how it might work, and often had to correct the mistakes that were made by two inexperienced technicians who used to smaller jobs because they charged relatively low rates. Meanwhile, she does not spend enough time to bring in new customers, which raised concerns about billable hours in the coming months. It was exhausting itself in an attempt to wear the hats of the company's president, sales manager, and chief executive officer of Technology.
By choosing to see themselves responsible for the growth of its business management, not to individuals how to perform their jobs, she was able to re-prioritize. I began to devote much more of its energy on income-generating activities, and evaluate its subcontractors based on meaningful criteria such as the final result and customer satisfaction. And, she put clear conditions for skill levels and stop the appointment of inexperienced people who have called for close supervision that they can not give.
Here are some tips if you find yourself in the "knowledge trap":
● create a log of all your daily activities more than one or two week period. Order items by category and search in areas where it may be to devote a lot of time to remember rear-wheel drive.
● See if you can identify any unrealistic expectations, such as those mentioned above, that you have of yourself or other people. It can be found at ourselves objectively be difficult, so you may want to enlist the help of a coach or a mentor or colleague, or friend.
● attempt to link ideas into behavior you want to change. Let's say you're falling short of sales target because you are not making cold calls enough. What is going through your mind as you're staring at the phone? One of the organizers realized the start-ups which linked all the "no" with the possibility of an indictment of the product have ( "It's not good enough").
● reframe thinking and replace the unwanted behavior with one that is more realistic. You must have the only new pattern of thinking that you really think is more effective than the old one. The businessman mentioned above decided to look at cold calling as a process of matching the right customers to get the right product.
● visualize yourself cope with the situation in a new way. Is this in as much detail as possible, and imagine how you feel, what you're doing or saying, and the results you want. And then practice. Your chances of success increase if you have someone who can observe the times that slip into old patterns, or recurrence of new scenarios with you.
Finally, be wary of creating unrealistic expectations for change! Amendment entrenched behaviors takes time, practice, and patience, even a small start in one area. And promoting simple, but they are often very effective is to reward yourself with something useful once you achieve your goal.
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