Hubris is the first phase in the Doom Loop (Collins. 2009). Good example. I attempt to take a democratic approach to leadership (most of the time). It tends to take more time and can be less efficient. Strategically, I have found it valuable though.
It may be less efficient in terms of the actual process of making the decision, but I am sure you have seen the efficacies it engenders in terms of long-term culture building.
Sorry to answer a good question with more questions, but I want to ditto Mikey’s questions and ask a few of my own. How much autonomy do you have as a manager? Do you get micromanaged? Are your superiors complaining about actual time-lags and other inefficiencies in your democratic decision making process, or are they just annoyed because it isn’t what they would do?
In my current position I get a ton of autonomy and support.
Previously,
I was often left alone to figure it out myself. My team could only accomplish so much. Most days though, they gave me their all. I will admit, I am not the best with delegation. I like to work shoulder to shoulder with my team. Then eventually; I will delegate tasks.
I see. So in your original question I take it you were referring to convincing your superiors to adopt a more democratic approach. I had misinterpreted the question. As for coping, you can try “leading up,” which is far more fraught and far less successful than managing up. I simple thing to do is talk with them about the benefits of your democratic decision-making style. They may get curious, but don’t count on it. Leading up is more complex than a comment section allows for, though.
Are your superiors questioning the efficiency of the way things are getting done on your team? Are they actively predicting inefficiencies arising because you aren't making command-control decisions?
I was usually responsible for 18-22 people. It certainly taught me about cultural intelligence (and many important things regarding operations) though, so I can not be too upset.
My current superiors are giving me their full support.
Good morning,
Hubris is the first phase in the Doom Loop (Collins. 2009). Good example. I attempt to take a democratic approach to leadership (most of the time). It tends to take more time and can be less efficient. Strategically, I have found it valuable though.
Thanks for your time.
Many times people who refer to a "democratic approach" of decision-making mean they operate by "majority rules" - Is that what you mean, Joe?
It may be less efficient in terms of the actual process of making the decision, but I am sure you have seen the efficacies it engenders in terms of long-term culture building.
Good morning Professor Salvucci,
Yes, I have. My trouble has been convincing my superiors...
Any behaviors for coping/dealing with that?
Sorry to answer a good question with more questions, but I want to ditto Mikey’s questions and ask a few of my own. How much autonomy do you have as a manager? Do you get micromanaged? Are your superiors complaining about actual time-lags and other inefficiencies in your democratic decision making process, or are they just annoyed because it isn’t what they would do?
Good morning Jim,
I believe it is a bit of both.
In my current position I get a ton of autonomy and support.
Previously,
I was often left alone to figure it out myself. My team could only accomplish so much. Most days though, they gave me their all. I will admit, I am not the best with delegation. I like to work shoulder to shoulder with my team. Then eventually; I will delegate tasks.
Thanks for your time.
-Joe
I see. So in your original question I take it you were referring to convincing your superiors to adopt a more democratic approach. I had misinterpreted the question. As for coping, you can try “leading up,” which is far more fraught and far less successful than managing up. I simple thing to do is talk with them about the benefits of your democratic decision-making style. They may get curious, but don’t count on it. Leading up is more complex than a comment section allows for, though.
Yes, that's what I was trying to say.
I have found that if they are a rank above you, it's extremely difficult to convince them.
Thanks for your time.
I appreciate you.
-Joe
How large is the team?
Are your superiors questioning the efficiency of the way things are getting done on your team? Are they actively predicting inefficiencies arising because you aren't making command-control decisions?
Good evening Mikey,
This has been my past few experiences.
I was usually responsible for 18-22 people. It certainly taught me about cultural intelligence (and many important things regarding operations) though, so I can not be too upset.
My current superiors are giving me their full support.
Thanks for your time.
-Joe