Supervisor is too busy to breathe, but subordinates are idle? Because you “let the monkey jump up”
Good book sharing 👉Don’t let the monkey jump on your back: the management wisdom that supervisor arranges time & work well on balance, and subordinates actively work with responsibility
👦：Manager ____~ I’ve studied this stuff for a while, but I still don’t know how to solve it. Can you take a look at it for me?
👩：Okay, hand it over here first. I’ll deal with it later when I’m free.
👦：Thank you manager! (Leaving joyfully…)
At this moment, the monkey 🐒 jumped from the shoulder of the subordinate to the back of the supervisor. The supervisor unconsciously added a to-do list, and inadvertently picked up the naughty monkey…
In many cases, supervisors are always busy with relentless workloads; in addition to the things that the boss has commanded him, even the tasks that subordinates cannot complete have become his own burdens. The more he does, the more tired he is; however, the subordinates just wait and sit there every day if no instructions are given. In such a situation, perhaps the subordinates are not motivated and hardworking enough, but it may also be the attitudes developed by the supervisor! Because subordinates are not authorized to “solve problems”, they just do some routine tasks. Once it comes to “more important and urgent tasks,” the supervisor considers that he can handle it by himself, avoiding if the subordinates fail to handle the matter properly. Over and over again, the subordinates also think that they can only handle trivial matters, and have no right to intervene in important tasks; hence, they become more and more lazy and passive.
Based on the experience I have observed in the workplace, in fact, many companies have competent subordinates. These new blood have unlimited potential, and they hope that they can more or less bring positive growth and contribution to the company. If the manager fails to “utilize a method” to train them, it is likely to bury capable helpers. Therefore, I hope that by sharing this “Ancestral Management Book”, managers can be inspired and understand one or two points.👇👇
Anken Freedom Scale (The degree of freedom of action depends on the task level & scope of authorization)
- The highest level: 5th level. Independent action, routine report.
- High level: 4th level. Action, but you must ask for confirmation immediately.
- Medium level: 3rd level. Make suggestions and act according to the results of the approval.
- Low level: 2nd level. Asking what to do.
- The lowest level: 1st level. Waiting for instructions.
1st level & 2nd level. Subordinates will take up a lot of time for managers.
3rd level. Subordinates start to realize themselves, use their talents, and know how to formulate & convince ideas to others.
4th level & 5th level. Subordinates achieve to self-manage & self-lead, and abide by the guiding principles of superiors.
- How to “prohibit 1st level” subordinates: Request “work content report”, the purpose of which is to write each person’s duties and responsibilities when they are not authorized to do nothing.
- How to “prohibit 2nd level” subordinates: For each responsibility listed in the work content, the subordinate must be informed of the degree of freedom he has in the execution process, and he should be asked to think of a feasible method or proposal for each work content.
- “3rd level” stage: After asking the question, formulate 3 countermeasures against the problem, explain the pros and cons of each countermeasure, and finally summarize the one countermeasure that you most hope to persuade the superior to adopt.
- “4th level & 5th level” stage: This is not a natural right you are born with, but a privilege you pursue & attain, because you can successfully promote your ideas and suggestions to your superiors and gradually accumulate your reputation.
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