The People Doing the Work: A Leadership Pet Peeve

It’s a pet peeve of mine in leadership.

I once had a boss who told me how to do my sales meetings with my department. He wasn’t going to be at the meeting. He didn’t know the people on my team. He was holding me accountable for results in sales, not in organizational leadership, but yet he continually gave me the script for meetings as he thought they should be led. I had to turn in reports, which indicated I had followed his agenda.

I hated it. And, when I could, I secretly altered things and scripted my own way. Maybe it was rebellion…okay, it was rebellion, but…

I never thought he was practicing good leadership.

As a leader…

If you aren’t going to be doing the work, don’t script how it’s done.

You can share your thoughts and ideas…

You can share what you want accomplished…

You can give input…

You can monitor progress…

You can even hold people accountable for progress…

But the people who are actually at the meetings…

Doing the work…

Carrying out the plans…

Getting their hands dirty…

Should determine how the work gets completed.

There, I feel better.

Any questions?

Please note: I reserve the right to delete comments that are offensive or off-topic.

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20 thoughts on “The People Doing the Work: A Leadership Pet Peeve

  1. “If you tell people where to go, but not HOW to get there, you’ll be amazed at the results.” GEN Geo. S. Patton

    With that said, with some managers/leaders, it makes me wonder if they are actually busy enough doing their job that they have to micromanage the staff. The cream always rises to the top, so by people’s work, you’ll know who you need to mentor more based upon results….that is, if you’re a good leader/manager.

  2. Ron! I feel this is similar to micro-managing / backseat-driving. Such a behaviour exhibits poor delegation skills and poor confidence towards the team mates.

    In the story of "The Go Getter" by 'Peter B. Kyne', at the end, the hero William Peck tells his boss Cappy Ricks " You told me what to do, but you did not insult my intelligence by telling me how to do it. ."

    I think this holds good in any situation.

  3. This frustrates me. Each day, I have a meeting with our senior management team at work. They want to hear how I view things and what issues I'm facing. The operations in the manager in the department always tries to pressure me to say what he wants at this meeting. Usually, I notice his intent in coaching me what to say is to cover up his own shortcomings in how he manages and leads.

    It's a difficult situation. I can either bring light to these process flaws and cause an awkward relationship with this man, or just follow his direction and see no improvements in our processes.

  4. I do feel that there is one exception, and that is when you have to maintain consistency across personnel. I supervise my church's production team and am not always on-site to provide guidance during the service. However, I am still responsible for ensuring that there is a consistent experience for those in worship regardless of who is working that weekend. As such (and this goes especially for new volunteers), I do provide a "script" like you talk about since I've found that there are definite limits to how far training can go, and we don't have a large enough volunteer base to allow new volunteers to do as much shadowing as I would like. I also find that this provides a level of redundancy so that if we have any last-minute staffing changes (which, of course, happens on occasion), we have a larger pool of personnel to pull from to fill whatever position opens up at 6am on Sunday.

    That said, though, I always do make it my goal to empower the volunteers as much as I can. I know all too well that God tends to ignore whatever script I prepare, so I want the volunteers (and I think this is applicable in just about any situation) to be able to adapt as needed to whatever comes up that isn't planned for in advance.

  5. I've found you can tell someone exactly what you want OR you can tell them exactly how to do it. If you tell them exactly what you want, you can then hold them accountable for their results. If you tell them exactly how to do it and it doesn't work, you can only blame yourself.

  6. Leaders should only “write a script” if the other leaders aren’t presenting desired results. But if the results are high and the energy is quick, then yes, leaders ought to let that team flourish. It’s like the whole leading a horse to a river vs. giving him a drink mentality.

  7. I concede your point, but as a business owner if you aren't getting results with your (unique) methods, you have two choices: do it the way the boss wants it done or move on to someone else's company. A boss can live with bad results if you are doing it in his preferred way. There is always the possibility that he knows something that you don't. Just sayin'.

  8. I have had bosses to do me that way; I hated it! I knew that whatever I did was never going to be enough, no idea was going to measure up. I was in a Mgt position, but not allowed to do any! Talk about frustrating! Stress level was off the chart, as well. I still look back and thank God I am no longer there!
    Twitter: bryankr

  9. I think there could be two issues with a boss like that. Either he is insecure or he doesn't trust those he leads. In either case that is not leadership. It is management.

    As a leader, I must be secure enough to know that their is more than one way to skin a cat (or run a meeting).

    As a leader, I need to trust my people until they prove untrustworthy. If I can't trust my people then I have proven myself to be bad at hiring leaders. Again, I need the help.