In an office, who makes the decisions?
Is it the manager? Supervisor? General staff?
Do these questions matter? Absolutely, because how this question is answered reveals much about how an individual views reality itself.
While a manager is responsible for the strategic direction of a particular unit of people, he/she cannot be responsible or privy to every decision made by staff.
Often times, a manager can become bogged down in the ‘what’ of something rather than the ‘how’ and/or ‘why,’ and the distinction between the two mindsets is not one of semantics. If a manager is to guide a team, this individual must lead by example as opposed to attempting to direct the behaviors and actions of those under his/her care.
It is an easy trap into which one may fall, however, as managers experience psychological pressures that differ substantially from those of general staff. Whereas managers often become enmeshed in the pursuit of tangible benchmarks for success — units sold, numbers served, etc — staff are more concerned with how to complete the tasks presented to them.
Whereas managers have some discretion to make any number of decisions, staff often are ‘forced’ into a decision based on sets of variables not under their control.
When making a decision, a manager should take into account several factors that have nothing — and yet everything — to do with the business problem at hand. These factors include the organization’s culture, general philosophy and the people expected to behave and perform differently as a result of the decision that has been made.
How will this decision impact my staff? Is it logical? Is it achievable? Does it make general sense?
When making decisions for others, it is important to recognize that what might make the most business sense may not make the most sense given available resources and human capital at hand…
