No way without you. Why is the manager’s vacation a blow to the company? / Hebrew

No way without you. Why is the manager’s vacation a blow to the company? / Hebrew

Both want and sting – this is how you can describe the desire of many entrepreneurs and managers to go on vacation. Eh, if only for a couple of weeks to forget about business, rush away and turn off all messages. But the business does not let go. Only the founder (or manager) is over the threshold – a kind of bacchanalia begins in the company (or department).

Quality drops when you give tasks to others

Let’s consider a situation in which many find themselves. Recently, you realized that there is absolutely no way to grow further without a sales department. You start looking for and hiring salespeople. Energized young guys come, learn quickly and from the second day go to the fields, that is, to communicate with customers. Of course, they need time to understand the product, find out key customer objections, develop an individual work script.

But a month passes. Behind him is another. And the results are still lower than when you sold without a sales force. You try to explain all the depth of tasks and all their importance. But people still seem to “not understand” them to the end.

You are hiring a department head. It helps, but equally the results are average. Plus, RVP seems to have his own understanding of “how to do it right”, he does not always hear and understand the great idea of ​​an entrepreneur. The resulting situation does not give the founder the opportunity to withdraw even a little from the sales process.

Usually at this moment he begins to think that their subordinates do not participate, are not competent enough, do not want to take responsibility and create a result for the company. “They don’t delve into the details, they do the work formally in order to report, get a salary at the end of the month and go have a beer with colleagues” – these are the thoughts that come to mind.

Well, how to go on vacation here? When everything literally collapses, only the owner wants to blink. It becomes like some strict version of the game “Jenga”, where the tower does not collapse only if the eye is directed at it.

However, the problem actually lies in the entrepreneur’s approach to management. It is important to understand that his task is to learn to effectively achieve results through other people.

Suppose a sales manager does not fully understand the technical nuances of a new product. Instead of accusing him of incompetence, you should ask yourself: was he provided with in-depth training on this product? Were the conditions and incentives created for him to seek to delve into the subtleties himself? Creating an environment in which employees create a result for the company without regular focus from the owner is his key competence, the absence of which turns the management of the company into a chaotic series of actions, hoping that one of them will bring a result.

In short, an employee is not a cog who has to understand everything by himself. This is a tool that needs to be mastered. And for this, it is necessary to constantly improve the management environment: training, motivation, communication, regulations and other things that everyone is listening to. The better the management system is built, the fewer the requirements for the initial qualification of employees. And the higher the return on their work.

Only in this case, the manager will have the opportunity to go on vacation in peace, entrusting the task to the team.

Employees endlessly go to consult and do not understand the priority of tasks.

There are managers who complain that their employees constantly come for advice and approval of decisions made. What can explain this behavior of subordinates? Of course laziness and lack of initiative, unwillingness to take responsibility. And our beloved: this is all a new infantile generation, they are simply afraid to take responsibility and are spoiled. That’s why they have to constantly rub their ***.”

And there is also an interesting situation here. Employees come for advice, and it is difficult for an entrepreneur to refuse them. And it seems quite reasonable: “How can I refuse, if I know the answer, I know how to do it faster and more efficiently. If I don’t give advice, then I will hurt my company, because then the work will not be done at such a high level. And while the team gains experience, we will lose a lot of money and time.” It is partly so. In the short term, the company may lose some resources.

But let’s look at the long term. The first option – the entrepreneur continues to give advice and prioritize tasks himself. There are more people, there are more requests for advice, the entrepreneur’s time is slowly being eaten up by subordinates who ask and consult. And now, even on vacation, he doesn’t get off the phone. And only when the family vacation will be spoiled by the formal, and not full, presence of one of the family members (you know the ones), this family member will suddenly understand: “something is wrong.” Or maybe he won’t understand.

And the second option – the entrepreneur begins to let employees go without advice from his side. With the expectation that they will try to solve themselves, make mistakes, learn and find solutions. Maybe not as fast as with your advice. With probable loss of money. But still. This is the only way to create an environment in which people independently create results through trial and error. And accumulate collective experience. And he is an important capital of the company.

Of course, the decision to simply stop giving advice will not create the necessary environment, it requires more management decisions and implementations.

However, the key point that we wanted to convey is that the manager’s task is not to replace a subordinate by performing part of his work, but to create conditions in which the employee will act as independently as possible within the limits of his authority. This includes providing the necessary resources, training, clear and understandable KPIs and regulations, delineating areas of responsibility.

Then gradually the responsibility of employees will increase, they will less often resort to the advice of the manager, and their competences will increase significantly. And the manager will have the opportunity to calmly go on vacation, without fearing that the team will not be able to cope without her.

Let’s summarize the key point

In our experience, the main difference between an entrepreneur who can’t go on vacation without a phone and someone who gets a great high on silent is in the vision of what management is. And as a result – in actions supported by a vision.

At TG-channel, we help to move from a distorted view of management to a realistic and effective one. Join in friends, we are already discussing this topic a lot internally.

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