Managerially complex. Or: What makes your life difficult.
Fri, June 25, 2010 at 11:55 Managers contribute to complexity in subtle and invisible ways. In one of our preceding memos we have discussed the process-related reasons for complexity, but managers’ behaviors often cause even more complications. Answer with “yes” or “no” if you have been doing any of these:
- Do you fill the time with activities that you know how to do and that make you feel competent?
- Do you avoid doing things that make you anxious or uncomfortable?
- Do you think that you do the right thing in the right way?
Answered “yes” to any of the questions? Leadership research shows that the shortcoming of most managers often is not in what they do – but in what they “over-do”. And much of the managerially generated complexity comes from – consciously or unconsciously – overdone behaviors. From too much of a good thing and the associated avoidance of its opposite. These behavioral patterns are so fundamental that they influence everything what managers do.
In our next memos we will take a closer look at how this affects your organisation and what you can do to improve.
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