What type of manager is the Gaviota? A common example: the boss finds that the employees are stumped by a problem and decides it's time to intervene. But instead of taking the time to convey and clarify the key points to work together with the team to find a workable solution, he screams and hurls formulaic orders, then abruptly disappears, leaving the employees to clean up the mess. disorder.
Seagull managers only interact with employees when there is a fire to put out. So they rush in and out of the situation, and pay so little attention to their approach, that they make bad situations worse by frustrating and alienating those who need them most.
The seagull manager is an increasingly common profile in today's workplace. Companies flatten their organizational model in response to competitive changes from new technologies, regulations, and the expansion of global trade, destroying management layers. The remaining managers have more autonomy, responsibility and more people to manage. That means they have less time and less responsibility to focus on the primary purpose of their role: managing people.
While there have always been some seagull managers in the workplace, the recent flattening of organizations is reproducing this profile at a rapid rate.
It's easy to spot a seagull manager when you're on the receiving end of "their swooping," but the squawking manager is often unaware of the negative impact of this behavior.
In the vast majority of organizations, management is not trained to detect the profound and negative impact these managers have on the organization and the bottom line. The very individuals with the authority to alter the course of an organization's culture lack the skills that would drive them to do so.
There are specific indicators that offer a more extensive view of something that is perceived at an individual level, but when observed at a global market level, they raise awareness of the impact.
- Employees whose manager often uses seagull-like behaviors are 30% more likely to develop coronary heart disease than employees of a manager who rarely uses these behaviors.
- In the United States, more than two-thirds of employees are considering leaving their current job, and this implies annual losses of more than 360 billion due to employee dissatisfaction.
On the other hand, we must bear in mind that it is not easy to be in charge.
- Only 21% of people are willing to accept their boss's job.
- When asked where they are supposed to focus, managers overwhelmingly reply, "the bottom line," but are often fired for poor people skills.
But the real question is not if you are a seagull manager, but when are you a seagull manager? It would be simple, to categorize managers as "right" or "wrong." It's not so black and white.
The reality is that we are all potentially the problem. Each and every one of us is a seagull manager in some situations and with some people. The real challenge lies in understanding where a professional's seagull tendencies reveal themselves on a personal level, in order to soar higher and eradicate the negative influences of seagull behavior.
Scott Adams experienced this first hand. After more than 20 years lampooning managerial culture through his successful comic strip DilbertAdams decided to run and manage a restaurant he had co-owned for years from a distance. His foray into the rugged world of management was humbling, and he was honest about his shortcomings in the real world.
"I'm pretty sure I've succumbed to... flying from time to time and calling it quits," Adams admitted.
And the title of seagull manager isn't just reserved for those who formally manage others. Whether you're an engineer, a seasoned manager, or a novice climbing the corporate ladder, be self-critical for situations where you're acting like a seagull in management. The key to overcoming seagull management is to approach challenges when they are big enough to see, but still small enough to solve.
Virtues of an excellent manager
Those responsible for excellent teams are those who lead people to the highest levels of performance and job satisfaction. They usually have 3 matching characteristics or habits.
- Clear expectations. Setting clear expectations ensures that employees' efforts are spent on the right things in the right way. This means knowing what is required of the employee, how his or her performance will be evaluated in the future, and coming to an agreement and commitment to work toward the stated goals. There is a big difference between telling someone what is expected of them and making sure they fully understand what they are going to do.
- Constant comunication. Constant communication requires observing what the people in charge say and do and talking openly with them about their work. A manager's interaction with her team provides the resources, guidance, and recognition he needs to succeed. Communication is effective when it is frequent and in a way that is understandable.
- Constructive comments. A constructive and impactful response can only be provided when careful attention is paid to each person's performance, while praise is offered emphatically for a constructive response. Constructive feedback propels the team to new heights by positively reinforcing successful efforts and realigning efforts that go astray.
These habits, or virtues of top managers, are the polar opposites of the three distinguishing characteristics of a seagull manager: swoop, screech and fling.
Whereas the seagull manager creates the need to "pounce and straighten up the team," the excellent manager gets everyone headed in the right direction from the start by making sure expectations are clear.
While the rare visit of the seagull manager is recognized by the number of squawks, the excellent one maintains constant communication.
While the seagull manager manages his team's performance by dumping everyone in a messy way, the excellent manager tracks performance, ensuring that positive and negative feedback is delivered in small, digestible doses.
bringing it all together
Organizations large and small have a common quirk among the most successful. They go beyond conventional success strategies (brand strength, strategic leadership, technological innovation, customer service, etc.) to harness their most important resource: their people.
Few organizations recognize the degree to which managers are the recipients of a company's culture, and even fewer work consistently, through training and coaching programs, to ensure that their representatives, these managers, have the knowledge and skills that motivate employees to perform, feel satisfied and love their work.
People can join companies, but they can leave it for the bosses. No one influences an employee's morale and productivity more than their supervisor. It's that easy. Finding a seagull manager must not be allowed to stop one's personal development.
How to deal with Gaviota management
It depends on the type of work. If it's an environmental management, quality improvement, or staff training type where a lot of independence is available, then the best approach to dealing with the seagull manager is to listen patiently and then ignore them. As long as his knowledge or planning on these matters is valuable, the seagull manager has little to say about the area of responsibility.
But in cases where the seagull manager is interfering with performance, it is important to meet with them and clearly articulate the problem during that meeting, letting them know that they are creating barriers and problems.
If the situation is really bad, you may have to be assertive during the meeting. Most likely, it will take more than one meeting to resolve the issues. Don't forget, Seagull managers think they are the most important person in the organization. It can be very difficult to communicate with them.
Every manager should try to avoid falling into seagull practices. There is nothing more demoralizing to staff than a management style that commands little respect for subordinates, fanning the flames of aggravation, and putting them in a position where they have little respect for the manager.
One of the best skills to avoid being a seagull is to listen. If you're listening, you shouldn't be talking. And when you're listening, subordinates feel valued and chances are the manager learns too.
Have you seen seagull managers? Share your experiences as comments below, so we all learn from those situations.
