Will Sr. Managers Change? LO7824

huanga@mit.manukau.ac.nz
Tue, 11 Jun 1996 18:27:00 NZST-12

Replying to LO7776
....
> TRUST
>
> A giant issue is that of trust. Executives do not blindly trust anything
> and anything they don't know about they distrust. They never distrust
> things about which they know everything there is to know. Their
> subordinates act in an identical manner. Bosses must share all of their
> knowledge about everything and only then will the issue of trust
> disappear, essentially by removing all distrust and never providing
> anything to distrust....

As a 'boss' (which is how my staff refer to me, fondly I hope), I
don't think I can live up to these requirements. For one thing, I
don't know everything about anything, and secondly, there is not
enough time in the day to share whatever I know with my new deputy,
let alone all my staff, who are rarely _all_ together in a group
even for a weekly staff meeting. And we still have to get the work
done!

I am, however, very willing to share what I know and to have members
of the group take responsibility for organising their work in
whatever way gets it done to the best standard we can manage given
our constraints. Information about the Institute is generally
available and shared where there is interest.

It must be much more difficult to share deeply and braodly with
enormous numbers of staff.

Perhaps Joan's comment in LO 7990 has more to do with the issue of
creating trust, which must go both ways:
> ...Besides, the more the leader allows juniors
> to strut their stuff and take charge, the less robotic and the more
> creative/innovative they become.

Let them try their wings!
Annette


--
Annette Huang Manukau Institute of Technology Library
(huanga@manukau.ac.nz) PO Box 97 147
Manukau City, New Zealand

O, Wind! If winter comes, can spring be far behind?
-- Shelley

-- 

huanga@mit.manukau.ac.nz

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>