The Learning Spotlight
Steve really does need to be fired!
By John Grubbs
Edward took over as branch manager of this bank eight months ago. He is new to town and this particular branch but not new to the company. He has been assistant branch manager with success and his promotion to branch manager at this bank is long overdue. During his tenure as assistant manager, he was mentored by a very good manager who taught him how to run an efficient and profitable business enterprise.
Overall, most of the employees at Edward’s new bank are excited to have a new manager. The previous manager was aloof and did not lead the team. He was more preoccupied with making the branch look good to corporate no matter what the cost or impact to his local team. As a result, morale has deteriorated to the point that most employees are cynical about management. They are hoping for better things but are not holding their breath
for it to come.
The quality of supervision for this bank is very poor. In the past, under the previous manager, supervisors had limited authority and did not get much respect from the employees on the front lines. As a result, good supervisors have left and those remaining are either gluttons for punishment or incapable of supervising at any other organization. This branch has pushed away good leadership and emasculated the remaining supervisors to the
pointthat they have no credibility with the team. The previous manager had ruled the branch like an autocrat and did not seek the advice or the opinion of other leaders on the team. What he said went and if anyone attempted to challenge him, they were isolated and made to feel silly for having another opinion.
Steve in particular is a problem. He is a mid-level manager at the branch and now reports directly to Edward. Steve has learned the branch business well and can play the political game to gain an advantage for his own agenda. He is outright sarcastic and cynical to most people while cooperative and understanding to Edward. Steve’s survival skills are legitimate. He has learned to kill ideas and proposals that he does not
favorby little or no action. With great skill, he can sabotage any idea that he deems non-beneficial to him and his current view of normality. Change is not something he desires as he has become quite comfortable in the world of now.
Continue Reading the Story...
My Time To Lead Series
Making the transition to leader is not easy and it is certainly not natural. Yet
most companies invest little to nothing preparing new leaders for their new
role. This often results in poor morale and higher turnover since many
people just replicate what they have seen in the past. This leadership "gap"
is prevalent in most companies. Our new and updated leadership series
prepares leaders for this new role. Our 3-day leadership series
(non-consecutive days) includes an 86 page work book and a copy of
“Listen Up Leader”.
We cover leadership essentials such as:
• Making the leap from co-worker to supervisor
• Learn the difference between communication and effective communication
• Differentiate between accountability and blame
• Set goals to communicate accountability as a supervisor
• Recognize the essential nature of trust
• Create an environment that promotes trust in the workplace
CALL (903) 295-7400 to book this series for your organization. Our calendar is filling fast!