Following the principle of "Divide and Conquer"
Posted: Mon Jan 20, 2025 6:32 am
This policy is one of the most common mistakes of the manager in personnel management. It is not exactly known who is the author of this method of management. Some researchers attribute it to Machiavelli. Often, managers deliberately provoke conflict situations in the team or, at least, do not take measures against internal quarrels. They believe that if subordinates compete with each other, then it will be easier to manage them. However, the price for simplifying management tasks in this case is the effectiveness of the team. Moreover, the level of the manager is largely determined by the size of the team, which he is able to manage without dividing the team into groups that compete with each other.
Even using force, it is very difficult to make a subordinate do something against his will. If you do manage to do it, the result will not be the best. Even experienced bosses have to negotiate with employees and use various methods of persuasion.
The belief that it is necessary to help the team
Often, high-ranking bosses, noticing instagram database that not everything is going according to plan with their subordinates, decide to provide assistance. They immerse themselves in the problem and spend a lot of time with their subordinates. At the same time, managers constantly require various reports and feedback on the status of the issue being resolved.
Too much help
But the boss's help in this case becomes an additional problem for the team's work. Subordinates, who are already overloaded, are distracted by reporting to the manager and listening to his instructions. Such a move by the manager is in reality aimed only at calming himself down. But the price of calm can be a deepening crisis in the team's work.
Here we can draw an analogy with doctors and advise managers to always follow the principle of "do no harm". It is quite difficult to provide real help to subordinates in the process of solving problems. However, it is easy to cause harm.
The habit of overprotecting subordinates from facing reality
Some bosses treat their subordinates like parents treat their children and try to do everything possible to protect them from various problems. Of course, creating conditions for the effective work of the staff is part of the management responsibilities. But we must not forget that subordinates are adults. With excessive care, employees begin to behave childishly.
Give your mentees the opportunity to make mistakes. Without mistakes, they will not gain the necessary skills and experience. Under the influence of constant tutelage, a stereotype may arise in the team that there is no need to worry too much, since the boss will still check everything and give advice.
One of the manifestations of this error is that the manager completely closes himself off within the team of subordinates. As a result, views become narrow, opportunities to learn from the experience of other managers, develop new cooperation, etc. are lost.
Lack of creativity
High-level managers have everything planned out months in advance. Working in large companies is often accompanied by intensive management processes, systematic reports, meetings, etc. There is a danger of submitting to such a flow of affairs and not analyzing your activities.
A consistently high work rhythm in a la
Even using force, it is very difficult to make a subordinate do something against his will. If you do manage to do it, the result will not be the best. Even experienced bosses have to negotiate with employees and use various methods of persuasion.
The belief that it is necessary to help the team
Often, high-ranking bosses, noticing instagram database that not everything is going according to plan with their subordinates, decide to provide assistance. They immerse themselves in the problem and spend a lot of time with their subordinates. At the same time, managers constantly require various reports and feedback on the status of the issue being resolved.
Too much help
But the boss's help in this case becomes an additional problem for the team's work. Subordinates, who are already overloaded, are distracted by reporting to the manager and listening to his instructions. Such a move by the manager is in reality aimed only at calming himself down. But the price of calm can be a deepening crisis in the team's work.
Here we can draw an analogy with doctors and advise managers to always follow the principle of "do no harm". It is quite difficult to provide real help to subordinates in the process of solving problems. However, it is easy to cause harm.
The habit of overprotecting subordinates from facing reality
Some bosses treat their subordinates like parents treat their children and try to do everything possible to protect them from various problems. Of course, creating conditions for the effective work of the staff is part of the management responsibilities. But we must not forget that subordinates are adults. With excessive care, employees begin to behave childishly.
Give your mentees the opportunity to make mistakes. Without mistakes, they will not gain the necessary skills and experience. Under the influence of constant tutelage, a stereotype may arise in the team that there is no need to worry too much, since the boss will still check everything and give advice.
One of the manifestations of this error is that the manager completely closes himself off within the team of subordinates. As a result, views become narrow, opportunities to learn from the experience of other managers, develop new cooperation, etc. are lost.
Lack of creativity
High-level managers have everything planned out months in advance. Working in large companies is often accompanied by intensive management processes, systematic reports, meetings, etc. There is a danger of submitting to such a flow of affairs and not analyzing your activities.
A consistently high work rhythm in a la