On the way to your own desk. Before you've even made it to the power button on your computer, you're already inundated with impressive descriptions of the oh-so-difficult challenges facing the company. Still amazed at how quickly your own schedule has been rendered useless, you find yourself in your first meetings with employees. And above it all hangs the sweet smell of "Great boss, it's so good to have you here to help us!" Troubleshooting – just part of everyday business...
"Why don't my employees solve their own problems?" I am often asked this question, and I then hear impressive descriptions ... "Because you allow it?" I often ask the question back. You can imagine the reactions to this.
Well, you know, it's about closeness through performance, not the other way around (see also here). As long as you let them unload their problems on you, you signal closeness. And when employees get that closeness, they will behave accordingly.
I am not advocating blocking employee requests. The point is to find a clear distinction for yourself between where you are really needed for technical matters and where you can put up that inner sign saying "No dumping. " The clear goal is to make the employee's responsibility to them. To help them solve the problems themselves, not to solve them for them. To challenge them and thus allow them to grow out of their often learned helplessness. Create a culture around you that is about changing circumstances, not complaining about them. A first step in this direction is to prohibit complaining and then, in a further step, to demand two proposed solutions.
By the way, television airtime is very valuable. That's why we see very few interviews with athletes who say that the ground was difficult or the referee was incompetent.
Your time is even more valuable. How about you? Who do you allocate this airtime to?
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
Image source: lol.de
