We’ve certainly written our fair share, from criticizing managers’ reluctance or inability to truly promote career development to pinpointing the need for managers to grow their big-data skills to lamenting the unhappiness and decimation of the middle-management ranks in general, which of course supports the theory that unhappy managers make for bad bosses.
Which might be precisely why this recent post by Maren Hogan on the HR Examiner site, My Love Letter to Managers, caught my eye, an eye that’s always on the lookout for something counterintuitive (warning, she doesn’t hold back on some of her descriptors). That or the fact that I am a manager, so a love letter to me … well … what’s not to like?
Counterintuitive does seem to be the operative word here, when you consider all that’s been said about retention and turnover, and the especially egregious part managers play. As Hogan puts it,
“Retention issues? It’s the manager’s fault.
Productivity problems? Blame the manager.
Engagement dipping? Someone get management in here!
Can this really be true? After all, many of these problems have roots in giant, macro issues. The economy, changing workforce dynamics, an always-on mentality spurred on by technology advances. It’s sort of simplistic to blame the manager, isn’t it?”
I especially like what she says about this mega-trend, if you will, of citing management as the reason people leave work, hate work, aren’t engaged and aren’t productive. She thinks this trend “could be part of a blame culture that has slowly seeped into our workforce over the past couple of decades.” In her words,
“Whether we’re blaming millennials for the faster pace and fancy [results-only-work-environment] perks, or blaming executives for the glaring inequality between them and us, or blaming managers for every issue in the workforce, very few seem to be stepping up to take personal accountability.”
She’s got some helpful suggestions for employees who might be prone to disparaging their managers, such as considering how they, themselves, might change the situation before blaming their direct supervisor; doing better and faster work if they don’t like what’s been assigned to them so they can prove they’re capable of taking on something more interesting; taking self-assessments of their most-productive times during the workday and building their reputations as team players; and even getting better at confronting difficult and destructive employees themselves, so managers aren’t blamed for failing to take action.
So why am I sharing this with you? Well, first, I kind of agree with Hogan that managers have taken a bad rap for far too long for the ills of corporate culture. More importantly, though, I believe employers and their HR leaders could go a long way toward curing some of those ills by paying more attention to the workloads and expectations placed on their managers.
They might also consider committing serious capital to training all employees in personal accountability, starting with Hogan’s list above.