Perhaps you have had the following thoughts yourself, or perhaps you have heard them from others: "Those who constantly monitor their employees destroy trust and thus the basis of any working relationship." Or: "I don't need to monitor my employees; they are independent."
Control is associated with negative feelings. Why is that? Why do many leader avoid leader like the plague?
May I invite you to take part in a thought experiment? Let's assume you visit a climbing park. I assume you are very interested in ensuring that the ropes, hooks, harnesses, and seat slings are in perfect condition. Would anyone here think that your inspection of the equipment is negative? Hardly, because your health, even your life, depends on it. Such an inspection therefore leads us to rely on the equipment. We know it delivers what it promises.
"But Mr. Eberle, you can't compare materials with people!" You're right, and you've hit the nail on the head. What exactly are we trying to discover when we check materials, processes, procedures, and the like? Exactly! Weaknesses, errors, inconsistencies! These must be eliminated immediately. That's the only way to gain confidence in the material.
But what about humans? There are several variations here. In the first, you look for mistakes, weaknesses, and inconsistencies, and you will most likely always find something. In most cases, the employee is already aware of the problem, and you are simply rubbing salt in the wound. This inevitably demotivates and leads to mistrust.
In the second variant, you use control to identify deviations. The employee can now make corrections either independently or, if necessary, with your support. They fulfill their responsibility and achieve the set goal. This gives control a positive character. It motivates them and you build trust.
The third option seeks positive reasons to offer praise—based on the motto: "Catch them doing something good." This also motivates them and builds trust.
But what do you think of the idea of viewing supervision as a sign of respect for your employees' work? After all, if you don't supervise, you are showing a lack of interest in your employees' performance. Only by supervising can you see what is being achieved and recognize results accordingly. This also motivates your employees and builds trust.
Accordingly, control as a management tool is not fundamentally negative. Your inner attitude determines the effect it has on employees.
I am convinced that, when used correctly, control is a confidence-building measure and an indispensable tool for achieving goals. Without control, there can be no growth. That is why every employee has the right to be monitored by you.
That's why you're not really happy.
Why success and fulfillment have nothing to do with each other.
