B
biboy2012
How will I follow/handle a two-headed horse - each head wanting to go to a different direction?
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He didn't identify any roblems or barriers the employee has experienced in achieving the objectives.1) What is the supervisor's supervisory style?
From an employee's point of view, if I would be a supervisor, apart from letting an employee know:2) What is your supervisory style?
Yes3) Is this your supervisor?
More or less 10 years4) if #3 is yes, how long has the supervisor been in this role?
He started as Supervisor5) If #3 is yes, what was the supervisor's previous role?
I have to agree with you that it's the employee that needs to initiate by asking supervisor's assistance on addressing performance barriers. However, I also noted that though our objectives are specific and includes a criterion to measure wether the employee achieve the objectives or not, but he failed to balance with other workplace issues.Maybe the supervisor can be asked for assistance to remove barriers to performance as needed. Since he seems less than forthcoming and not everyone has the same level of organization in goals and managing constraints, a case-by-case request may help.
This person has been your supervisor for 10 years, or is this a recent organizational move?
I think we will find this kind of "tunnel vision" very common. Many people in supervisory positions lack the ability/tendency to apply Theory of Constraints. In their defense there is no pill to swallow, or book to read, or class to take that turns a person into a really effective supervisor.I have to agree with you that it's the employee that needs to initiate by asking supervisor's assistance on addressing performance barriers. However, I also noted that though our objectives are specific and includes a criterion to measure whether the employee achieve the objectives or not, but he failed to balance with other workplace issues.
He became my supervisor since the recent organizational move (six months now in particular)