Translated from 日本語 • View original Many office workers in the world do not want to be controlled by others.
At the same time, many managers also think, "I don't want to do management!"
Having experienced both positions, my ideal organization is management where "people do not manage people".
However, why does the company try to manage when everyone should hate management?
No, **why do some organizations "monitor" beyond management? **
I would like to think about the mechanism.
Managers' "Unwillingness to Manage"
First of all, if you manage it, it will be noisy.
Everyone wants to be liked.
That's why there are many managers who really don't want to do management that is destined to be hated.
When I was in a position to be managed in the first place, I hated it.
But from your boss, get **solid results! **It is said.
If left alone, your performance will not improve.
That's why I start monitoring and managing my subordinates to see if they are doing it well.
When this gets worse, a micromanagement manager is created.
Once you get used to it, you want to manage it
When managers who didn't really want to manage make it a habit to manage, strange things start to happen.
I feel the pleasure of management, in other words**, "controlling people"**.
And that's something that everyone tends to feel when they have power.
The relationship between a boss and a subordinate is absolute.
In an organization where superiors evaluate their subordinates, subordinates basically cannot go against them.
Of course, subordinates can also express their opinions, but **in the end they have no choice but to obey their superiors. **
Once you get used to it, it will become commonplace, and you will not know how to manage the organization other than that.
Lack of a common understanding of goals and key results
The fundamental cause of "having to manage" in my opinion is...
**The vision, goals, and key results to achieve them have been clarified, and there is no common understanding among the teams. **
Note: Major outcomes with specific indicators required to achieve the goal
This is the most difficult thing to keep simple.
It's difficult, but if you can do this, you can actually move towards management that doesn't manage.
Why we can't have a common understanding
Companies and organizations that do not have a common understanding are likely to have no "vision".
Some people may argue, "No, our company has a clear vision."
In my own interpretation, a vision is the "reason" for people to gather in the organization. And employees should be gathered there to aim for a "vision".
If you say something like this, you may say, "That's idealistic, and in reality, many people don't join a company to aim for a vision."
It is also undeniable that the vision of many companies is often a decoration.
In such cases, it will be very difficult to try to have a common understanding.
It will be dry, but if it is that much of a vision, it is better to throw it away.
For example, I think that employees will be more convinced if they honestly tell them that they will make more profits, expand the company and improve their status, that they will expand their business performance and raise their salaries, and that they will stick to numbers to do so.
I think that management that says cool things but does not believe in them only with their mouths will never be able to gain the respect of their employees.
The more an organization is focused on numbers, the more it will eventually "manage"
If you don't have a vision, what you work for is probably numbers such as performance.
When you set numbers as your goal, you can clearly distinguish between those who work with initiative and those who don't.
The type of spontaneity is what the world calls a "highly motivated person".
Those who don't may be "not very motivated".
People who are not very motivated do not think for themselves and actively try to work, so if they do not monitor and manage, they will skip it.
In this way, a mindset of "let's manage" is created.
This time it was about "mechanisms that manage it".
For more information on management that does not monitor or manage, please visit the Golaous seminar!
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