No one wants to work for a micromanager. Micromanagers are control freaks, always breathing down their employee’s, telling them how to do everything and inspecting every move they make.
Working for a micromanaging boss is one of the most frequently reported reasons employees hate their jobs or hate their bosses.
Employees that work for micromanagers probably wish their bosses would just disappear. They dream about what it would be like to go totally boss-less, going about their work in a state of empowered nirvana.
Well, be careful what you wish for! The grass always looks greener on the other side of the fence.
While a micromanager anchors the extreme end of the management style continuum (high control), sitting at the far other end of the continuum is the macromanager (laissez-faire).
Working for a macromanager has its own set of challenges. A micromanager is always there when you don’t need them to be there; a macromanager is never around when you do have a question, need support, or need to get a decision made. (read more…)
This post is sponsored by AllClear ID.
Jamie May is Vice President of Operations at AllClear ID. Since joining the company in 2007, she has managed the implementation and execution of more than 1000 data breach responses, including one of the largest retail breaches in history and several large healthcare breaches. She advises Fortune 1000 companies, government agencies and healthcare organizations on all aspects of breach preparation and response, and is a sought-after industry expert.
Question: How has the breach response landscape changed over the last year?
Jamie May: In 2014, the velocity and scale of breach events increased like never before. The Target data breach was a watershed event and marked the first time there was high-visibility executive turnover directly related to a breach. Consumers raised their expectations and now demand a well-orchestrated breach response to begin as soon as it’s public. For businesses, this means the pressure to get it right the first time is more intense than ever. (read more…)
This post is an excerpt from “MEETINGS MATTER: 8 Powerful Strategies for Remarkable Conversations,” (Jackson Creek Press, January 2015) by Paul Axtell.
There is a difference in life between acting out of obligation or out of inspiration. Inspiration is shaped by having some possibility in mind — seeing the connection between how you are spending your time and a desirable future that doesn’t exist right now.
There is a story about golf pro Byron Nelson, who experienced a lull in his career after being the very best in the game. Then his enthusiasm returned, and once again he was on the circuit playing tournaments.
When asked about his comeback, Nelson replied that he’d always had a dream to build a wonderful ranch. And one evening, he realized that golf was his path to that possibility — each tournament he won allowed him to buy more cattle or build more fencing. (read more…)
The Young Entrepreneur Council is an invite-only organization comprised of the world’s most promising young entrepreneurs. YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses. Read previous SmartBlogs posts by YEC.
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What is the most valuable insight you’ve ever gotten from an employee about how YOU could perform better?
I was told to work less because it was a bit intimidating to get emails at all hours of the night — not to mention that it generally meant I wasn’t paying attention to a lot of things that really matter, such as employee satisfaction and balance in their lives. I’ve learned to bring a bit more balance to my life and hold off on sending those emails until the morning. (read more…)
Many organizations measure how satisfied customers are with their products, services and with the customer-service experience. Those organizations may not do much with the data gathered, but they do have systems in place to measure customer service.
Too few organizations measure how satisfied employees are with their company, their boss, their colleagues and their work environment. The organizations that do gather this data may not do much with it, which is unfortunate.
Leaders need to place as much importance on workplace sanity and civility as they do on workplace productivity. When leaders invest time, energy, and passion in the health of their team or company’s work environment, amazing things happen. There is undeniable proof that when work environments demonstrate trust, respect, and dignity to every player in every interaction, engagement goes up, customer service goes up, and results and profits go up.
The problem is that most work environments do not demonstrate trust, respect, and dignity in every interaction. (read more…)