Beware the Barrenness of Busy Part 3

I've really enjoyed thinking and writing about the research Sumantra and Bruch did on the busy, ineffective manager.  Here's something to think about; 'how' do you suppose those managers became so busy in the first place.  I know a lot of busy managers, some are effective and some are not and the reasons  for being busy are as numerous as there are busy managers.  I believe one of the big things that produces a busy manager is the example set by their leaders.  If a leader values busy-ness he or she will expect managers to be just like them.  I've heard more than once - "Our job is to get results..." or "Our job is to get product out the door no matter what."  And, the 'no matter what' included not paying attention to safety and little to no training.    

So, I'm inclined not to cast too much judgment on those busy, ineffective managers.  They may be "Saluting and Executing" to satisfy their leaders.  After all, leaders set the stage for how the culture operates and if they want to replace skill and competence with busy-ness it's completely up to them.  Although I believe a really self-confident manager can look beyond the influence of 'higher ups" and focus his or her energy where it will create the most good for the team and the company. 

I'd like to get your thougths on this - just hit the comment button.

Best to you,

Dr. Bob

Comments

[Phil Burns]

A runner on a track is busy but is not going anywhere...or are they. The act may appear from an outsiders view repetitive and active...but boring. From the runners view they may be internalizing training feedback and conditioning during the task, so when the time comes to execute (the race) they are well prepared. Much of the apparent business that a manager exhibits could be conditioning and mental challenges, so when the need to preform presents itself they are ready. This may be better than those that seek to spend other people's time if they can't think of what to do with their own time.

[RK Nichols]

I have been witness to something I would call "Management by Meeting". When a person spends half or three-quarters of their day in meetings, it also presents an image of an extremely busy manager or executive. The liberal use of the Blackberry during the meeting adds to the drama. These meetings are often called by someone who reports to an Executive who wants to know everything that's going on; perhaps a micro-manager. The meetings are ways to gather information that may be necessary to feed to the data sponge higher up. Little or nothing may be done with the information other than to assuage the suspicions of the executive that things below them are chaotic without their personal intervention. These meetings are like acid eating huge holes in the productive lives of the people who are forced to attend and offer up sacrifices of information. My suggestion is that the Executives need to get out of their offices and come to where the action is.