One of my goals is to become a more effective communicator.

I happened to have stumbled across one of my old university books and found it to be some interesting reading:

"Psychologists have long known that much of what people are is a direct result of the influence of others. Children model their behavior on that of parents and peers. Workers follow the examples of mentors and prodigies. Managers and supervisors can have an extraordinary amount of influence on the people they lead. This influence phenomenon is called the self-fulfilling prophecy, or the Pygmalion effect, which means that the prediction or expectation of an event can actually cause it to happen. People can become what other people expect them to be...

Principles of the Pygmalion Effect

1. Employees act as they believe they are expected to act.
2. A manager's treatment of each employee is influenced by what the manager expects of the employee.
3. If a manager's expectations are high, productivity will likely be high.
4. If a manager's expectations are low, output will likely be low.
5. A subordinate's performance rises or falls to meet a manager's expectations."

The reason why I brought this up is because lately I've been getting the feeling that I'm being deliberately "groomed" to fill some sort of managerial capacity at my working place.

I'm interested in hearing from some of you, "Cove-Veteran-Managerial Types" on what your thoughts are on this?

One of my goals is to become a more effective communicator.

I happened to have stumbled across one of my old university books and found it to be some interesting reading:

"Psychologists have long known that much of what people are is a direct result of the influence of others. Children model their behavior on that of parents and peers. Workers follow the examples of mentors and prodigies. Managers and supervisors can have an extraordinary amount of influence on the people they lead. This influence phenomenon is called the self-fulfilling prophecy, or the Pygmalion effect, which means that the prediction or expectation of an event can actually cause it to happen. People can become what other people expect them to be...

Principles of the Pygmalion Effect

1. Employees act as they believe they are expected to act.
2. A manager's treatment of each employee is influenced by what the manager expects of the employee.
3. If a manager's expectations are high, productivity will likely be high.
4. If a manager's expectations are low, output will likely be low.
5. A subordinate's performance rises or falls to meet a manager's expectations."

The reason why I brought this up is because lately I've been getting the feeling that I'm being deliberately "groomed" to fill some sort of managerial capacity at my working place.

I'm interested in hearing from some of you, "Cove-Veteran-Managerial Types" on what your thoughts are on this?

That's how it's been done in The Marine Corps for over 200 years. All jokes aside, from the time you step off the bus a great deal is expected of you as an individual and you are expected to be able to step up and lead on a moments notice. In Boot I spent most of my recruit training as the Platoon Guide, messed up and got busted down into the ranks, but graduated a Squad Leader and as a Private 1st Class, 4 weeks later during Infantry Training I was promoted to Lance Corporal and 4 months later I was a Corporal just after turning 18 in SVN. The Corps had prepared me to step in where attrition had occured. The examples I learned from were the direct leaders I had and the men who had laid the foundations of the leadership principles I had been taught. I forget who said it but I remember it being used in the movie Spiderman "To whom much is given, much is expected". I had been given the title of United States Marine and I knew that I had to show why I deserved it and give back to those that had given me that honor. The Marines have always had high expectations of its people and history reflects that.

There is a book "Semper Fi - Business leadership the Marine Corps Way" by Dan Carrison & Ron Walsh, ISBN 0-8144-0413-8 that I think addresses much of what you stated.

<snip>I forget who said it but I remember it being used in the movie Spiderman "To whom much is given, much is expected".

To whom much is given, much is expected
-Luke 12:48

More references here (http://www.google.com/search?hl=en&q=%22To+whom+much+is+given%2C+much+is+expected%22&btnG=Google+Search).

Stijloor.

To whom much is given, much is expected
-Luke 12:48

More references here (http://www.google.com/search?hl=en&q=%22To+whom+much+is+given%2C+much+is+expected%22&btnG=Google+Search).

Stijloor.

:o I should have known that, being a Hellfire & Brimstone Baptist and all.

Let's get back to the OP's "grooming" query.

I agree with the Pygmalion effect. Educators talk about it all the time. Bosses in the C-level suite do NOT talk about it "all the time." Sadly, it is a very hit or miss concept there. Not many CEOs are generous or altruistic enough to groom potential rivals as much as they are eager to surround themselves with sycophants who will help them maintain their high position.

The point is for the Pygmalion effect to work, the Mentor (Teacher, boss, guru, whatever) must overtly signal to the candidate what is expected. Think back to Deming's System of Profound Knowledge - the individuals in the system need information about their place in the system and what is expected of them not only in filling that position, but the path to other positions and what they need to do to progress on that path.

Getting back to the OP's grooming.
Has anyone specifically said so?
If not, do they hint by saying stuff like, "This will be good to know when you are a manager." OR "When you have folks reporting to you, you should . . ."
Are there openings or "potential" openings (managers nearing retirement age or obviously being considered for promotion), leaving space for you to move up?
Is the organization expanding, making room for more workers and managers to manage them?
Is there a history of promotion from within in the organization? Is it common knowledge many current managers have been promoted from lower ranks? (If so, make it a point to seek them out and ask what they saw as clues to having the chance to move up and what you can do to enhance YOUR chances.)
What do YOU see as clues you are being groomed?

To whom much is given, much is expected
-Luke 12:48


Actually, the spiderman quote is "With great power comes great responsibility" :-)



Tim F

Actually, the spiderman quote is "With great power comes great responsibility" :-)



Tim F
How wonderful it would be if all chief executives (right up to POTUS) took that motto to heart.

Just to note - we are straying off topic.

Wes,

The Night Shift Production Manager, who I work alongside with has shown indications of agreeing with certain manufacturing decisions which are seemingly coinciding with his objectives, given the same conditions.

He has on many occassions, entrusted me independently, and I am mainly just keeping him apprised of the situation.

All of my coworkers have a great respect towards him. For he displays the complete embodiment of technical skills, human skills, and conceptual skills.

From talking with my coworkers, in the 14 years he has been with my company he has never taken a vacation day or time-off when he needed to. He is that dedicated. He's now taking the time-off that he so deserves. Our night shift has been working collectively and independently on those occasions when he needed a day off or two.

Wes, I have decent technical and conceptual skills, but my human skills are seriously deficient. In addition, my long term objective is to one day have a machine shop/metrology business of my own. I don't seek leadership within my company, but I am not the type to shy away from a challenge should it befall me. I definitely need work, however.

I hope this says it as best as I can possibly describe. Thank you, for your kind interest. :)

That's how it's been done in The Marine Corps for over 200 years. All jokes aside, from the time you step off the bus a great deal is expected of you as an individual and you are expected to be able to step up and lead on a moments notice. In Boot I spent most of my recruit training as the Platoon Guide, messed up and got busted down into the ranks, but graduated a Squad Leader and as a Private 1st Class, 4 weeks later during Infantry Training I was promoted to Lance Corporal and 4 months later I was a Corporal just after turning 18 in SVN. The Corps had prepared me to step in where attrition had occured. The examples I learned from were the direct leaders I had and the men who had laid the foundations of the leadership principles I had been taught. I forget who said it but I remember it being used in the movie Spiderman "To whom much is given, much is expected". I had been given the title of United States Marine and I knew that I had to show why I deserved it and give back to those that had given me that honor. The Marines have always had high expectations of its people and history reflects that.

There is a book "Semper Fi - Business leadership the Marine Corps Way" by Dan Carrison & Ron Walsh, ISBN 0-8144-0413-8 that I think addresses much of what you stated.

Lead by Example

“But in today’s lower-level corporate culture of wages and rights, the savvy employee who won’t go an extra inch, not to mention the extra mile, without the obligatory overtime is difficult enough to motivate. If the supervisor is less than a role model, the task is impossible. The inspired employee, however, will go beyond himself without reward. This characteristic should not be exploited; it should be cultivated. And workers who perform to a higher standard should be rewarded. But it is amazing how many managers fail to motivate by their own example.”

Semper Fi Business Leadership the Marine Corps Way:

Supervision: Leading the Rank and File pg 69.

Lead by Example

“But in today’s lower-level corporate culture of wages and rights, the savvy employee who won’t go an extra inch, not to mention the extra mile, without the obligatory overtime is difficult enough to motivate. If the supervisor is less than a role model, the task is impossible. The inspired employee, however, will go beyond himself without reward. This characteristic should not be exploited; it should be cultivated. And workers who perform to a higher standard should be rewarded. But it is amazing how many managers fail to motivate by their own example.”

Semper Fi Business Leadership the Marine Corps Way:

Supervision: Leading the Rank and File pg 69.

gard,

That's how I feel right now. My Production Manager has that effect on me. It's almost as though our shift runs on "cruise control" with the minimalist of disruptions. My Production Manager has commented to me on occasions how surprised he is that he finds things he expects done, automatically done without him having to say a single word.

I cannot say that I alone have made this possible. It's a collective effort of all of my coworkers. We are all part of one great team.

Wes,

The Night Shift Production Manager, who I work alongside with has shown indications of agreeing with certain manufacturing decisions which are seemingly coinciding with his objectives, given the same conditions.

He has on many occassions, entrusted me independently, and I am mainly just keeping him apprised of the situation.

All of my coworkers have a great respect towards him. For he displays the complete embodiment of technical skills, human skills, and conceptual skills.

From talking with my coworkers, in the 14 years he has been with my company he has never taken a vacation day or time-off when he needed to. He is that dedicated. He's now taking the time-off that he so deserves. Our night shift has been working collectively and independently on those occasions when he needed a day off or two.

Wes, I have decent technical and conceptual skills, but my human skills are seriously deficient. I am not the type to shy away from a challenge, but I definitely need work.

I hope this says it as best as I can possibly describe. Thank you, for your kind interest. :)There are definitely mixed signals here. I can't make a determination without knowing a lot more about you, the organization, and, especially, a guy who didn't take vacations.

Offhand, what you describe so far are NOT signals for grooming to management, but they could be precursors to getting to know you and your skills and attitudes well enough to determine if you should be groomed for management.

Going back to Randy's Marine description - every Marine starts out in boot camp, but not every one gets through boot camp to become a Marine. Right now, it sounds like you are still in boot camp. It's up to you to make sure you get through and on the management track. Ask questions. Pay attention to the answers. Take initiative in learning things. Read through this thread (Exit (Escape?) Strategy (Employment FMEA) - Good and Bad Experiences (http://elsmar.com/Forums/showthread.php?t=24324) ), especially post #19.

Lead by Example

“But in today’s lower-level corporate culture of wages and rights, the savvy employee who won’t go an extra inch, not to mention the extra mile, without the obligatory overtime is difficult enough to motivate. If the supervisor is less than a role model, the task is impossible. The inspired employee, however, will go beyond himself without reward. This characteristic should not be exploited; it should be cultivated. And workers who perform to a higher standard should be rewarded. But it is amazing how many managers fail to motivate by their own example.”

Semper Fi Business Leadership the Marine Corps Way:

Supervision: Leading the Rank and File pg 69.

Ah yes, you are a well read person:cool: but you're still an Airdale and Boot:lol:

Hopefully you can vouch that as young Marines we were taught by mentors to mentor and to lead by example and not dictate.