In audit, my first days working for my first client, my manager sent me an email giving me my "to-do list" about things I had never done in the past and told me if "you have questions ask them straight to the client".
I think there's a balance between what I would label a purely functional manager and a people manager. You need to have a bit of both. Some people are amazing 'doers' but don't have the skills to motivate and get the best out of their team, to encourage them to develop and succeed and to give them that extra push. On the other hand, you have people who are fantastic on the people side of things but don't have a good enough grasp of the technical stuff to be able to help you with your job. In my opinion neither of these extremes is ideal. Let's use football as an example. Some football managers are incredible tacticians but have no clue when it comes to managing the players at their disposal, leading to animosity towards them in the dressing room and, ultimately, underperformance on the pitch. On the other hand, there are managers that form great bonds with their players and can motivate them excellently, but their grasp of tactics is so poor that they can't put together performances on the pitch. Again neither of these extremes is ideal. I believe you need to have a balance of the two, and just because someone is incredibly technically gifted at something it does not make them a good manager
I thought the purpose of middle management is to offer protection for partners. A bit like HR, and the main responsibility of a manager is to make everyone happy, manage relationships. If managers were great at what they were going and enjoyed it, they wouldn’t have applied for a promotion.
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This guy is very wise.
In audit, my first days working for my first client, my manager sent me an email giving me my "to-do list" about things I had never done in the past and told me if "you have questions ask them straight to the client".
Your hairstyle is muaad... but your videos are super insightful
I think there's a balance between what I would label a purely functional manager and a people manager. You need to have a bit of both.
Some people are amazing 'doers' but don't have the skills to motivate and get the best out of their team, to encourage them to develop and succeed and to give them that extra push.
On the other hand, you have people who are fantastic on the people side of things but don't have a good enough grasp of the technical stuff to be able to help you with your job.
In my opinion neither of these extremes is ideal.
Let's use football as an example. Some football managers are incredible tacticians but have no clue when it comes to managing the players at their disposal, leading to animosity towards them in the dressing room and, ultimately, underperformance on the pitch.
On the other hand, there are managers that form great bonds with their players and can motivate them excellently, but their grasp of tactics is so poor that they can't put together performances on the pitch. Again neither of these extremes is ideal.
I believe you need to have a balance of the two, and just because someone is incredibly technically gifted at something it does not make them a good manager
How have you managed your relationships with bad managers?
get another job / work as a contractor / start own business
complain to their manager
Leave.
I thought the purpose of middle management is to offer protection for partners. A bit like HR, and the main responsibility of a manager is to make everyone happy, manage relationships. If managers were great at what they were going and enjoyed it, they wouldn’t have applied for a promotion.