Are organizations suffering because they are undermanaged? Bruce Tulgan says they are and believes each manager needs to learn once more that it's ok to be a boss as long as the job's done right
The organizational world is plagued by an epidemic. It’s called “management”. Let me be more precise. Since 1993, I have interacted with thousands of managers at all levels in a wide range of industries through workplace interviews, focus groups, polls, questionnaires, and intensive seminars. From all those encounters, I have reached a most unsettling conclusion: there is a shocking and profound lack of daily guidance, direction, feedback and support for employees from those who are their immediate supervisors. Too many leaders, managers and supervisors simply do not spend enough time attending to the basics of managing the people assigned to them. This is what I call undermanagement, the opposite of micromanagement.
Undermanagement is costing organizations a fortune every day. It robs employees of the chance to have positive experiences in the workplace, reach greater success and earn more of what they need and want. And no one is the better for it. It causes managers to struggle, suffer and deliver suboptimal results. It sours dealings with vendors and customers. And it costs society in countless other ways as each nation’s workforce, frustrated and stretched, delivers far less productivity than it could.
I realize that undermanagement is not a common organizational word like micromanagement, but it should be because its impact is staggering. Undermanagement is an invisible epidemic, since most people assume that managers are, first and foremost, spending most of their time managing people. But they’re not. Why is that?
It has always been hard to manage people. Nowadays, it’s a whole lot harder to manage people. The workplace is becoming more high-pressure and the workforce is becoming more and more high- maintenance. Most workers look to their immediate supervisors to meet their basic organizational needs and expectations; thus, they freely make demands of their managers. Meanwhile, most managers, like everybody else, have a growing list of assigned tasks and responsibilities, along with expanded administrative duties.
Say what you will about a growing population of knowledge workers who self-manage their way to higher and higher productivity, but that’s not the composition of most companies I visit. Managers I know have to deal with the “hard” realities of managing people today:
Moreover, compounding the challenges listed above is an even greater conundrum: call it the “promotion problem”.
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