Page 253 - FLL Virtual Binder 2018

3. TomisaSupervisorwhoiswelllikedandverycapableofhandlinghisday-to- day activities. Recently, he’s been given a lot more responsibilities. He’s finding this overwhelming and is in a position where he has to make tougher decisions when it comes to the employees. This is causing him to be short in his responses to people, leaving them with the perception that he’s angry. As well, some employees who have been disciplined by him are disgruntled and don’t understand his change in responsibilities. At the same time, he’s being asked to do this continuous improvement “stuff” (management by walking around, scrums /stand up meetings, etc.) to engage his team and it’s obviously not working out!
4. Maryhascreatedapositivecultureinthefinanceteamshehasledforthe last year. Her team had a culture that fosters helpfulness, cooperation, no blame attitude, mutually shared wins and losses as a well as an almost family like environment. Her group has matured into a self-directed, self-motivated team to the satisfaction of Mary’s goals. Recently she has been given the added responsibility of managing a second team of similar size. After an opening meeting to discuss the team’s mandate, she left them to do their work. Over the next few weeks, to her frustration, she finds her new team is missing deadlines, not helping each other during tough times, and not communicating their needs to each other. The absence of teaming and self motivation is clearly evident. When asking questions she often hears multiple answers with no clear root cause and sees lots of finger pointing. Mary finds that when she is absent from the office, it just ceases to run with any direction.
Front Line Leadership Module: Leadership
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