When I was a relief cutter I traveled to many stores relieving cutters who either were sick or on vacations. I also managed one man meat departments in small stores. I learned a lot while doing this especially on techniques and new ideas but most importantly I learned much about people. The people I am referring to were either meat department managers or store managers.
I seen meat department managers and store managers that were low on people skills but high on work ethics: I have seen managers that were in total control: I have seen managers that were weak: I have seen the Vince Lombardi type that knows what true motivation meant: And I have seen managers that couldn’t motivate at all. However, the most dangerous manager I have run into was the “passive aggressive manager” the most difficult manager to deal with. “Tell us if you experience any of these traits” or possibly you can add to the list.
a) The manager will do his or her best to avoid giving any kind evaluation, good or bad, on your performance.
b) The managers puts rules and directions in place but isn’t very clear about them and often overlooks these polices for certain reasons. Or tells you to do what I say and not what I do!
c) The manager never talks about the big pictures, or how you contribute to the overall goals of your store or the company in general. Instead, may pick on insignificant things you do that are really meaningless to the goals, simply to maintain “the boss type” attitude.
d) The manager delegates more than he/she should. Therefore not sharing knowledge with employees for fear of losing their job to someone more motivated. Thus employees are short on training and development and long on mistrust.
e) The manager wants to be liked and acts like one of the guys but doesn’t know how to do so. Instead he/she fears letting their guard down. They will maintain this invisible wall between themselves and their subordinates to avoid real honest communications. This only extends the chasm.
f) The manager won’t take responsibility for personal failure but rather spreads the blame around to all of the subrogates for fear of losing his or her position.
g) The manager will never praise or single out an excellent subordinate to upper management for fear of loosing him or her to a promotion. He/she needs that employee to make him look good.