Tag: management

Handling Frustration

I recently navigated a scenario with our team where a leader admitted that he felt overlooked, unheard, and unappreciated when a key decision was made. This leader wrote a strong email admitting his frustration to one of our staff members and copied me.

As I read his email, I felt strongly that this scenario would be a lesson from God for all of us in how to handle frustration. You see, even though this scenario placed our staff member in the difficult position of answering the frustration, the same scenario has played out before where they were sitting in the frustrated seat. And even as I realized that, God reminded me that I also have been in that seat quite a few times. All of us have. The question is “how do we handle it?”.
Based on experience from both sides of the frustration, here are a few lessons I have learned:
1. Always go up. Up the ladder or the chain of command, that is. When you are bothered about something, it’s one thing to share your pain with your peers or those you supervise. But this inevitably only furthers the angst in the organization. If you want to help move the team toward health, you need to share your feelings with your supervisor or leader above you and work it out there.
2. Consider your own contribution. I’m not saying your frustration is your fault, but there really are two sides to every story. Were you available to offer input when the item was being discussed? Or were you too busy or out that day? Taking responsibility for part of the situation will make it easier to approach your leader with grace.
3. Bring an alternate solution. Leaders in many cases are trying to solve problems. If you feel frustrated with how your leader is handling something, rather than just voicing your feelings, can you bring a new perspective or alternate idea?
4. Extend grace both ways. Believe the best. In 15+ years of ministry, I have been frustrated and been guilty of frustrating others. Never once was anyone malicious in their decision making that led to that frustration. Get humble and seek out your leader with a heart for reconciliation. “God gives grace to the humble…”
How about you? Any other tips for navigating frustration?
big picture

Managing Macro: Staying mindful of the big picture

Last week, I wrote here about “managing micro”. This is different than micromanaging, with its negative connotations, and is necessary for organizational success.

Someone has to manage macrobig picture

I don’t want to move on without taking an opportunity to insist that it is also required for someone to be “managing macro”.

  • Someone has to be looking at the organization from the thirty thousand foot view.
  • Someone should be looking ahead to where future energies will need to go.
  • Someone should be anticipating where potential obstacles may arise.
  • Someone must be looking at the pieces of the organization in the context of the whole.

Who’s looking at the big picture?

There is a classic leader-manager joke:

“What’s the difference between a leader and a manager? A manager makes sure you’re climbing the ladder but a leader makes sure the ladder is on the right wall.”

This joke and others like it undervalue the role of managers. They do provide a good contrast though, for what I am referring to here as the managing macro role.

Usually, the point person or driver for an initiative will be the person managing the higher level pieces. If that’s you, don’t get stuck in the details on your to-do list. Don’t forget to check yourself regularly against your larger purpose and goals.

Someone has to do both

Managing the details and maintaining the big picture are both necessary. Don’t neglect them and don’t let yourself get frozen in one or the other. You may fail to achieve your overall objectives.

Don’t be the boss everyone likes

I have held managerial responsibility for other people since my first job at 16. I’m pretty sure I haven’t always been great at it. One struggle I have had is always wanting my people to like me. This seems like it would be a good thing but I have discovered several reasons over time why I no longer want to be “the boss everyone likes”.

1. Nothing gets done because the boss holds no one accountable to their commitments. No accountability = no results.

2. Bad news is uncomfortable to deliver and to receive. If you can only say what you think people want to hear, you can’t be honest. No honesty = no trust.

3. No decisions are made because inevitably someone disagrees with someone else. No decisions = perpetual stalemate.

4. No conflict is allowed in meetings when the boss is afraid of hurt feelings. No conflict means there is no healthy exchange of ideas, which generally leads to only mediocre ideas getting presented. Everyone can agree on mediocre. People who want better will leave the organization to find a place where conflict promotes improvement.

I still fight the tendency to fall into these bad habits from time to time, but I clearly recognize that when I choose to prioritize things other than being liked, I am much more effective as a supervisor.

What about you? Ever made these mistakes and suffered the organizational consequences?