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Originally Posted by glatt
They close whatever they are reading, and I pretend I didn't see it.
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I just want to revisit this particular note because it is central to the whole matter. Glatt of course you're doing the right thing if your people are otherwise fine. Your approach means you understand the matter. But the dynamic here is definitely
I'm not supposed to be doing this and I am hiding it as well as possible because you are supposed to demerit me if you catch me.
So you've noted that "coffee breaks" are not only acceptable but promote productivity, but your people are worried and act guilty when you catch them at this productivity-increasing activity.
Is this dynamic working? On the face of it, I bet you're a better manager than 19 out of 20 managers, simply because you DO ignore it. In your group there is only a
little less of a trustful relationship than in other groups. There is only a
little disconnect.
I tellya, the last manager who caught me Cellarizing and bitched at me up and down for it, was left holding the bag, as I was out of there six weeks later and gave an exit interview that put it all on her.
Now I admit to being a problem child. Under manager "A" I was the smartest, most productive employee who worked extremely hard to improve the organization. Under manager "B" I spread wide dissatisfaction and eventually left. Manager "A" was considerate, respectful, gave me space, and recognized the work I did... and so I quickly became the top person. Manager "B" used the carrot-and-stick approach, except without the carrot, and within months I pretty much gave up on doing a lot of good work.
I just won't stand for a lot of disrespect.