The Problems Controllers Create


Controllers get themselves into trouble. Both Rick and Suzanne had been complained about. Their coworkers felt mistrusted. Working for someone like Rick, who does not delegate well and who tends to step in to take away your control over your project, means feeling that youre being judged ˜˜not good enough. Working for a perfectionist like Suzanne means being told that what you did was not good enough. Funny thing people dont like being treated in these ways.

Often controllers create fear in the minds of their employees . Rick, for example, would raise his voice, ˜˜breathe funny, and generally make people feel that somehow problems on the job were going to become physical in some way. He would tremble in anger and others would tremble in fear.

Some bosses motivate their workers by inspiring them to think independently and encouraging them to fulfill themselves on the job. Controllers dont usually create this type of environment. People who work for them often end up being motivated by fear. Their employees feel depleted or smaller in some way when they are being robbed of their freedom to do things their way.

Employees of highly controlling leaders often harbor great resentment over their bosses. Its an automatic response. Controlled people feel invalidated. This tends to deplete their self-esteemtheir beliefs that they have value and are able. When self-esteem declines, so, too, do things like the ability to learn, think creatively, and participate optimally on a team. Motivation goes down. Productivity goes down. Morale goes down. No wonder controllers seek help!

Of course, all this declining momentum around effectiveness creates a self-fulfilling prophecy for the controller. People dont do things well when they feel this way. This motivates the controller to step in and, in the long run, make things worse .

Another big problem controllers cause is the stifling of creativity. For example, they are abysmal at running brainstorming sessions. Its not just that their style makes people less likely to open up and contribute their ideas. Its that their style shuts down discussion altogether. There is simply no contribution from other people. Disagreement is what sometimes creates new ideas. When controllers disallow disagreement , they stop the momentum of creative thinking.

Many controllers regret that people around them are hurting. Rick, for example, reported that he always felt remorse after losing his temper.

Suzanne felt bad that she was disliked by her coworkers and, sometimes, even by her husband. Ironically, this disliking of her behavior was the very opposite of the affection the behavior was intended to generate.




Face It. Recognizing and Conquering The Hidden Fear That Drives All Conflict At Work
Face It. Recognizing and Conquering The Hidden Fear That Drives All Conflict At Work
ISBN: 814408354
EAN: N/A
Year: 2002
Pages: 134

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