“Let me take Curtis’ point-of-view,” says Barry in a comment to last Friday’s post. We had been talking about Curtis (the Manager) and Roger (the new Supervisor). We were exploring how a Manager turns over increasing responsibility to a new Supervisor. Barry continues,

“While Curtis may BE a micro-manager, I think the BIGGER point is that he’s not yet comfortable in KNOWING that Roger will do the right thing. I would add that Roger should engage Curtis in several conversations – related to, but separate from, any particular assignment – about what Curtis feels IS the right thing. That way, Roger can help show Curtis in non-essential moments that he has a good head on his shoulders and can be trusted more when it comes to doing the ACTUAL work.”

I find a great way to structure these conversations is by using a written document which captures daily outcomes, weekly outcomes and monthly outcomes. This spells out expectations right from the get-go. It also outlines appropriate (expected) moments for follow-up.

These conversations create helpful (rather than meddling) opportunities for coaching. -TF