Continuing with 'good' versus 'poor' traits of managers: Good managers seem to have an innate sense of people involvement WITHOUT being aware they are doing it. Poor managers are sure they do, but they do NOT possess that sense no matter how much they think they have it.
Good managers are willing to take risks with assignments of tasks; to allow an employee or volunteer staffer to make a mistake in doing a project or assignment, and to learn from that process.
Poor managers do not want to face up to mistakes from any one in their department, often because of their own sense of failure as a result. However, it really isn't their failure, just a misplaced assumption involving fear.
oor managers often won't make a decision on an issue (not realizing that not making a decision (on an issue) is a decision to status quo. They are afraid they may make a mistake.
Good managers know that in making a decision the odds are in their favor that they will make the best decision possible under the circumstances; and they are willing to risk that decision making ability as it is an essential part of their job.
Good managers know that making a decision creates an opportunity for something to happen. It can go either way, but by making the decision, it's possible for a program to move, change or do something that overcomes a problem.
In contrast, to let the problem "simmer on the back burner" for months or years is a clear cut indicator of a manager who is afraid to make the decision for fear of possible consequences.
Making decisions is why you have a manager in the first place. It takes courage to make a decision and face the consequences, but that is what makes the process exciting, challenging and interesting; and to see results from people that you intuitively know can go beyond their present limits. Over time the odds are in favor of the person who makes a decision to move on rather than one who fears making it or puts it off.
In summary, it is hoped this admittedly incomplete subject may stimulate your positive thought processes. Now,one last item: in the many years I've worked with people I've learned that the most rewarding way to work with them is to give them a vision and then the room in which to grow it.
S/S Cary R. Mangum, W6WWW, J.D.
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