You remember the day you got hired at your present job? When you got the final word that you were employed because you could serve the company with the right skills. You had what they were looking for.
After 3-6 months your boss slowly began changing how you would perform a skill because 'it would be better like this'. After several changes to your style of finishing a job – you noticed you were waiting to be told how to do a project instead of finishing it up on your own. The boss has now added more stress to their own job by hovering over the staff to tell them the next move to make.
Micro-managers are generally Type A people with high expectations. They have problems with delegating out tasks without retaining control, because they feel like their job will be axed for any failure
Basically telling the staff – I don't trust you and over time they will except that and allow the manager to work twice as hard.
Micro-managers create a negative motivation, as it demoralizes employees, thus being detrimental to the organization.
As a nursing leader you want to be respected, and admired by your staff. When this happens they begin working to please you harder than they would be told their mistakes or continuous correction. Your job as a leader is to encourage and compliment your team to a higher effectiveness for whatever your goal would be. Micro-managing weakens the team.
I know at some point in your present job – your boss has come to you and let you know something you did was wrong – and for you to make corrections. I know very few people who mind being told that they made a mistake and usually have no problem correcting it. However, at the same time when you do something right you would like to be noticed.
In my career as a nurse, when I marked two decades under the roof of my employer. We were in a policy change meeting of about 20 people. Before the meeting started my supervisor slid something across the table in front of me in a yellow folder. Inside was a piece of paper that had been printed off the computer and my name filled in. "Congratulations for serving 20 years at XXX". She told what was in the envelope – everyone clapped – then on to the meeting. No hand shake – no thank you – no good job. I sat there and looked at this piece of paper and all I could think of – in a yellow folder, not even framed or a plaque. Two decades served for a piece of printed paper. The supervisor was already known for her micro-managing and demeaning other people around her – I thought to myself she had really out done herself with the smallness that she treats her staff.
Leadership is like a waterfall; water always falls from the top and runs down stream. If the stream become pollute along the way when it pools at the end it will be stagnant and smell.
Leading people is the same thing. They have to be trusted to do a job they were hired for and feed them with encouragement to excel. If lack of respect is given, and they are not complimented. After a while you have a stagnant and smelly group of staff to run your units.
This attitude is easy to see in the time and attendance; it can be seen in the how the units look and are maintained.
Happy Staff – result in happy environment – and well cared for patients.
When you do not see people stepping up to new open positions of leadership. You need to look at the way your model is being run. The hesitation in your staff should be telling you something. If you have meetings and no one is asking questions of giving suggestion. Again, you need to look at the model of what you're presently running.
Good managers empower their employees to do well by giving opportunities to excel; Bad managers disempowered their employees by hoarding those opportunities. And a disempowered employee is an ineffective one – one who requires a lot of time and energy from his supervisor.
From the micromanager's perspective, the best way to build healthier relationships with employees may be the most direct: Talk to them.
It might take several conversations to convince them that you're serious about change. Getting frank feedback from employees is the hard part. Listen to them – hear what is being said.
Managers fail to listen when they forget their employees have important insights – and people who don't feel listened to become disengaged.
Are you listening to your staff?
Angela Brooks has worked in a state-funded psychiatric hospital in Kentucky for 21 years as a nurse, assisting sometimes-dangerous patients who come in shackled and cuffed. At AngelaBrook.com, she offers stories of life on the inside of a psychiatric ward, and the site, as well as her company, offers support for nurses in the mental health field and helps them bring passion into their role at work.
She is a natural health expert with 24 years as a nurse she can show you holistic approach helps the entire family physically, emotionally, spiritually and financially. Clients enjoy getting back to the road of recovery using health alternates for them and their family
Everyday we share insights, strategies and even some of our biggest secrets to nurse entrepreneurs on our Facebook page! Join the fun and connect with like-minded business owners and Nurses EVERY single day! Click here and "become friends" with Angela's NOW!
* Please note: I am not here to CURE, DIAGNOSE, Treat or suggest replacements for what a doctor prescribes. The names used in this post are not the real names of the people being mentioned – I am sharing my nursing adventures with you.
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