Our Cubicle Warrior sits down with the manager of the team after the team is reorganized to understand what is needed. Yet, the manager is clearly uncomfortable explaining what needs doing. Not only does the manager not answer your questions, but doesn’t allow the team to get together to discuss the new roles either.
But make sure you get your project plan in for your new responsibilities by tomorrow evening.
Your manager:
- Doesn’t explain the new team responsibilities outside of a 30-second explanation in a team meeting.
- Expects each person to learn their new roles when they have done no work relative to most of the new role.
- Doesn’t let the team get together to discuss the new roles and determine their own way.
- Then sends you nasty e-mails the next day saying you should be the equivalent of an expert on your new role.
So, clearly, the manager is almost forcing the entire team to fail. Not only to fail from a performance viewpoint, but having the confidence of each person on the team fail as well.
If this was one person, I’d be saying this is shutting out one person and it is a big message to the person.
But, the manager — who is evaluated on the performance of the manager’s entire team — is doing this to the entire team.
What’s the manager getting out of these actions outside of some ego ride right into the toilet?
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