Wary! The phenomenon of "giant baby managers" in the workplace
In the rapidly changing workplace environment, the change of leadership model should be an important driving force to promote the progress of the team and the development of the enterprise. However, in recent years, there has been a worrying phenomenon: some organizations seem to have inadvertently created a group of "giant baby managers" when cultivating managers. These managers are overwhelmed in dealing with challenges, executing decisions, and leading teams, and are as dependent and helpless as unweaned babies. This article will analyze this phenomenon in depth, explore its causes, and propose countermeasures.
The "giant baby manager" is not a product of overnight success, but the result of a combination of factors. First, let's look at it from the perspective of organizational culture. In many organizations, the long-standing culture of "authority first" makes it difficult for managers to get rid of their over-reliance on superiors after promotion. They habitually wait for instructions and lack the ability to think independently and make decisions independently. This culture not only hinders the growth of managers, but also restricts innovation and development across the organization.
In addition, the inadequacy of the training system is also one of the important reasons for the phenomenon of "giant baby managers". Many organizations pay too much attention to the imparting of theoretical knowledge in the training of managers, and ignore the cultivation of practical ability. This kind of "on paper" training method makes it difficult for managers to deal with complex and changing situations in their actual work. At the same time, the lack of targeted feedback and guidance also makes it difficult for managers to identify their own shortcomings, thus falling into the misunderstanding of self-satisfaction.
In order to understand this phenomenon more intuitively, we can analyze it through a case study. Mr. Zhang is a department manager in a medium-sized company, he has a strong background in technology, but he has encountered many challenges after becoming a manager. He often feels lost and helpless and doesn't know how to deal with conflicts and problems in the team. In a communication with a subordinate, he complained, "I felt like a newbie and didn't know how to manage the team." ”
In the in-depth communication with Manager Zhang, we found that he lacked sufficient leadership skills and communication skills. He habitually uses a commanding style of communication and rarely listens to the opinions and suggestions of his subordinates. This style of communication not only makes team members feel depressed and dissatisfied, but also limits the team's creativity and ability to collaborate. At the same time, Manager Zhang also lacks the ability to self-reflect and learn, he rarely takes the initiative to seek feedback and guidance, but immerses himself in the illusion of self-satisfaction.
In response to the phenomenon of "giant baby managers", we need to find solutions from multiple aspects. First, organizations should build a more open and inclusive culture. This atmosphere should encourage managers to think independently, make decisions on their own, and take responsibility. At the same time, organizations should also provide managers with more practical opportunities and challenges, so that they can continue to grow and progress in practice.
Secondly, the training system also needs to be improved and innovated. In addition to imparting theoretical knowledge, the training system should also focus on the cultivation and training of practical ability. For example, managers can learn and master leadership skills and communication skills in practice through simulated scenarios, role-plays, etc. At the same time, the training system should also establish a feedback and guidance mechanism so that managers can understand their own shortcomings in a timely manner and seek improvements.
In addition, we need to focus on the personal growth and development of managers. As managers, they should have the ability to self-reflect and learn, and be able to continuously learn lessons and seek improvement. At the same time, they should also focus on communication and collaboration with team members to build good interpersonal relationships and trusting relationships. Only in this way will they be able to grow and progress in the workplace and become truly good managers.
In the process of dealing with the phenomenon of "giant baby managers", we also need to pay attention to some potential pitfalls and misunderstandings. For example, some organizations may focus too much on short-term performance and results and neglect the long-term development and development of managers. This practice will not only lead to the ineffective improvement of managers' capabilities, but also have a negative impact on the sustainable development of the entire organization. Therefore, we need to establish a correct concept of training and development, and pay attention to the long-term growth and development of managers.
In short, the phenomenon of "giant baby managers" is a problem that needs to be vigilant and dealt with in the current workplace. We need to find solutions from a variety of aspects, including building an open and inclusive culture, improving and innovating the training system, and focusing on the personal growth and development of managers. Only in this way will we be able to develop truly good managers and promote the continuous development and progress of the organization.