Worst Boss Ever! Feedback

Worst Boss Ever???

Worst Boss Ever?

As promised I wanted to share some of the feedback i received in regard to people’s experience with their worst boss ever.  One response I received was, “Worst boss ever has management experience in fast food and has been hired-with no discernible experience to manage a medical practice. Dropping fries is somewhat different, my friend. Good luck with that.”

How many of us have had to endure having a boss promoted to a job he has no experience in doing?  One of my worst bosses  stated his belief that, “you don’t need to know anything about the process just know how to manage.”  He felt if you can manage effectively you can manage anything.  My question has that been your experience?  How important is it that the manager know something about the business he or she is managing?

Another one of the responses was that their worst boss ever was a bully, manipulator, and overbearing.  My question is two-fold.  First, why do you think people in position of power resort to being this kind of manager?  Secondly, how do you effectively deal with this kind of individual?  Is it worth trying to help this kind of individual?

Anxious to hear your responses

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Manager or Leader?

We have all heard the different takes on the difference between managers and leaders.  Some like the saying “Managers manage processes, Leaders lead people.”  Some say they are the same. i.e. if you are a manager you are a leader!  Not sure I can agree with that because I have seen a lot of managers that aren’t leaders in fact some are not even good managers.  So my daughter sent me this quote which I have never heard.

“When I talk to managers I get the feeling they are important. When I talk to leaders, I feel like I am important.

That is in my opinion what differentiates real leaders versus managers.  Leaders bring out the best in you.  It is not about them it is about inspiring others to give their best.  Managers lead with what I call title and position. They are always reminding us of their title, position and/or ultimately their power.

I have received some interesting feedback about my last post “Worst Boss Ever” and will be sharing that in the coming days.  If anyone knows the origin of  the statement my daughter sent me please let us know.  Always want to give credit where credit is due.

Worst Supervisor Ever?

Everyone Has Had One!

There are few things in life that everyone has had and can immediately relate to and can readily share their own experience. I am talking about “supervisors.” I suspect just saying the word “supervisor” conjures up an image of your worst and/or best supervisor. Most can and do think first of their worst supervisor ever. I don’t know about you but I always wondered how this person ever achieved this level of responsibility. In today’s world with four generations in the workspace it is imperative that supervisors be able to relate and engage people on a personnel level.  One of my madras is “People don’t quit companies they quite their supervisors.”

So I would like to begin a dialogue about your experiences with “bad supervisors” and what makes for a “bad supervisor” and more importantly what it takes to be a “good supervisor.”  In the next few weeks I will be sharing your stories along about the “bad supervisors” you have encountered and how you survived the ordeal as well as the great supervisors you might have had and how that experience impacted your life.  Together we can learn a lot from each other and hopefully provide some insight on how to be a good supervisor and how to effectively deal with the “Worst Supervisor Ever.”  I look forward to hearing your stories.

Dialogue versus only being heard

Dialogue

Have you ever wondered how we get our selves out of the messes we find our selves in both our personnel lives and worldly circumstances? We look for that dynamic leader or sliver bullet (quick seemingly simple answer) that will save the day. However it has been my experience that seldom if ever happens. I am convinced that there is a way to begin finding the answers we are looking for. It begins knowing the difference between having a dialogue and having a discussion. In a discussion everyone is waiting to be heard and thinking only about what they have to say. Dialogue on the other hand, is when we are genuinely interested in the other person’s perspective. We actually suspend our paradigm and begin to entertain the other persons thoughts and ideas. If I ask you if you can improve your IQ many of you would answer yes. Unfortunately we cannot individually increase our IQ, we can only maintain it. The only time we can improve our IQ is when we are in a dialogue with other people. Studies have shown that when a group of people are involved in a dialogue the IQ of the group becomes greater than anyone individual in the group.

The simple answer to some of our personal, work and worldly issues is to learn to have a dialogue with your family, co-workers, and/or world leaders coming together to listen versus only to be heard.

 

iMavens | Gary Pool
8120 Victory Drive | Amarillo, TX 79119 USA | 1-806-433-5443 | gepool@sbcglobal.net

Our Mission

Take your business to the next level

iMavens mission is to help companies big and small find focus and improve IQ though teamwork, so they can reach the highest level!

The word “Mavens” means in part someone who gathers vital information and willfully shares it with others. Actually we “delight” in sharing information with others. It is nice to get paid but that is not why Mavens was started or exist. In order to communicate Mavens’s message you have to start with the “Why” and then answer the “How” and then explain the “What” of any company. It is an inside out approach versus outside in. For example, most companies communicate in the reverse i.e. they tell you “what” they do, fewer tell you “how” they do and fewer still never get around to telling you “Why” they exist. A company’s main goal can’t be to just make money because companies with only that goal don”t have any staying power.

“Why” Mavens exist “How” we do and and “What ” we do.

 

Why: Mavens exist to give first line and middle managers the most up to date requisite and vital information and skills necessary to be the best managers//leaders possible. “People don’t quit companies they quit their bosses”


How: Through motivational, engaging and interactive adult learning sessions critical the requisite skills and knowledge to be a highly successful supervisor are demonstrated reviewed and learned. Practical exercises are utilized as well to further enhance the learning experience
What: Mavens teaches the three key elements of successful managers/leaders:
How to engage people and how to build high performance teams
Knowing your companies operating “systems” and how to systematically improve those processes
Developing your own leadership skill and those within the company

Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization (“Champions”, “Black Belts”, “Green Belts”, “Yellow Belts”, etc.) who are experts in these methods. Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified value targets,for example: reduce process cycle time, reduce pollution, reduce costs, increase customer satisfaction, and increase profits. These are also core to principles of Total Quality Management


Six Sigma Black Belt

     Six Sigma Black Belts organize, coordinate and lead process improvement projects in conformance with the Six Sigma DMAIC standards. Six Sigma Black Belts perform project management-related tasks, such as converting broad generalizations into actionable goals, developing detailed plans for achieving project goals, and measuring and reporting progress toward goals to customers and leaders. They apply proven program management techniques to ensure on-time, high-quality delivery of products, processes and services