If our department updates forms or make changes to our policies or procedures, we do not inform the employees. We communicate with the employees after they have taken the time to provide us with the information they think we need or when there is a policy violation. Many of the employees have shared with me the need for my department to be more transparent and communicate all our changes companywide to minimize unnecessary delays. I have tried to share the feedback from our employees with my manager in a diplomatic manner, but she always becomes defensive. She accuses me of undermining her as a manager and the department for soliciting employee feedback even though it is part of ...view middle of the document...
My manager often leads me down dead end projects that do not materialize into anything substantial for the department or the organization. She will ask me to run reports, create spreadsheets or conduct research, but later forgets why she asked me to do these things in the first place. Sometimes weeks go by without discussing a project and then at the last minute she abruptly provides me with unclear directions, expecting me to execute in a short period of time. I have tried to ask positive questions in hopes of finding tangible ways to help her, but she becomes upset and responds as if we have been planning the project for weeks.
A competent leader guides their team to develop a compelling purpose for their work and will lay a clear foundation for everyone to master the functions needed to achieve department goals. When a team works together to strive for something important and they excel, efficiency sores. The leader is not afraid to cultivate untapped potential and allow themselves to be a follower of subordinate who has specialized knowledge in their area of work.
I work from 6:00am – 3:00pm to provide assistance to our mid-west and east coast employees. My co-worker has mentioned to me on more than one occasion that he has had “private meetings” with our manager about strategic plans for the department or for the organization. Usually these conversations take place after I have left for the day. I am often wondering why these meetings are not scheduled within my work day so that I can be a participant. Also, if there is any information effecting the department I need to be aware of, no one shares it with me. Our department is in desperate need of efficient changes and I am confident in my abilities to help make that happen, but my colleagues make me feel like I am not part of the team.
Managers are the face of their teams and he/she will be judged based on how they deal with subordinates. Nothing erodes a team faster than isolation where the atmosphere is filled with doubt and distrust. Isolating an employee from team involvement demonstrates a lack of confidence within the manager. In my situation, I believe my manager feels threatened by accomplishments and talents. She constantly hides in her office and does not seem to enjoy interacting with others. My co-worker is constantly in her office and the door is always shut giving me a negative impression.
Not too long ago there was an incident between me and my co-worker. He sent an email (copied our manager) that implied I was being unresponsive to an employee’s request for information which was not the case. My manager called us into her office and started talking about trust and communication. Once again she said all the right things, but her actions always dictate otherwise and I was at a point where I have had enough of her empty words. By this time, I have been working in the department for over a year and have been through the...