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647,492 Views • May 9, 2022 • Click to toggle off description
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In a recent study conducted by MIT American workers identified management and the culture they create as the reason they were looking for a different job ten times as frequently as workers who were looking for another job to get a pay increase.
Good managers do exists, but even if you are lucky enough to find one, they are often stuck dealing with poor management of their own that trickles down throughout an entire corporate structure.
In an age where staff turnover is costing businesses billions of dollars a year you might expect that companies would do their best to address this problem, but even companies like Google, and Apple that do their absolute best to create world leading working environments are still called out for toxic leadership.
It’s not just staff turnover either, management structures determine the direction of companies and it feels like every other week their poor performance is the reason behind a company going under.
So why do managers always suck? Well believe it or not science has the answer.
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Views : 647,492
Genre: Education
Date of upload: May 9, 2022 ^^
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RYD date created : 2024-05-21T09:23:47.069847Z
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YouTube Comments - 1,193 Comments
Top Comments of this video!! :3
my favorite manager spent most of his time trying to shield me from the poor decisions of those above him.
765 |
In my experience, the biggest fail of management has been the seemingly built-in disconnect between them and operations. The higher up the ladder, the more removed management becomes from daily operations, resulting in a lack of knowledge/understanding of the how, when, why things function (or don't) by the very people making those decisions.
1.6K |
I'm an electrical engineer. Many moons ago I was asked by the General Manager to create the next generation product for our company. I said no, I can't do that, but I can get it done. He remarked that that might be better. I knew I was not the best engineer in the company, but I was very good at organizing work and getting the staff to do the right things at the right time. So I was put in charge, the team followed my direction, but I did NOT provide the design leadership, that was up to the lead designer. He was happy doing that and I was happy letting him do it. The number one management failure I have seen is the assumption that the person best at the technical aspects is also the best person to manage the work. Promoting the best engineer into management loses a great engineer and usually creates a lousy manager.
398 |
One area to consider is that progression into management if often the only way to increase pay. So let’s say you’re a great lawyer, you want to get to partner. You need to manage. But, they are completely different skills.
Someone could be shit at law, but a great leader. And vice versa
1.4K |
Managers are taught that they are more important for thinking about work than their subordinates are for doing work.
627 |
My observation after 65 years of blue color work is that most managers get their positions because of cronyism, nepotism or plagiarism.
451 |
You left out office politics which is how most manager found themselves in those positions
165 |
It's the trouble with the traditional career model.
To move up, eventually you need to move into a managerial position. You can't get a raise just getting better at what you currently do, for some reason...
So frequently this results in turning great salespersons into poor managers.
145 |
A simple solution is to have two tracks: management and technical. As long as pay and recognition is similar, skilled technical workers will not feel pressured to perform managerial duties simply to climb the ladder. Also, good managers who are not necessarily the SMEs can still manage and lead people.
1K |
You hit the nail on the head at 8:25 - the reason people want to become managers is because of prestige and compensation. If you accept that management is just another necessary job function, pay them the same as those they supervise. This keeps the sociopaths out because then the only incentive to become a manager would be because you LIKE IT.
34 |
My experience of hiring and firing is that it almost entirely comes down to who you know. I have a friend who got catapulted into an unbelievably desirable position he was is NO way qualified for - because he was in a social club with the person doing the hiring. It wasn't even a club with anything to do with the industry in question.
Honestly it's why I wanted to strike out on my own, I hate schmoozing.
226 |
In the military we used to say that shit floats when referencing the type of people that seem to rise to power.
Another friend pointed out that once a company gets bad leadership they always promote people who subconsciously they share a lot in common. This continues the poisoning of the management pool until it is so sick and toxic that the business is likely to die.
Bad middle managers and lower managers realize that if they promote the hardest most competent workers there will be none left to cover for their incompetence. So they must promote the lesser employees so that the work still gets done and the newly promoted are never a threat to their boss as they are also too incompetent to take their managers job from them.
95 |
I’ve been turning down offers for management positions at my company for 15 years. The difference in my company is that becoming a manager is the same job I have now, but with the added responsibility of hiring, firing, discipline, and generally being responsible for every problem (of which are always endless) for a few dollars an hour pay increase. I tell them I’ll do it for double my rate and that usually puts a quick end to the conversation.
However I am always a supervisor of other staff and I always follow a few rules. The first is that I never expect anyone to work harder than myself. Secondly, I will always defend those I supervise when treated unfairly or with disrespect.
32 |
The issue I see is most management poorly conveys information. They play telephone and expect everyone to be on the same page. From my experience everyone from top to bottom should understand the overall goal and how their job fits into that to an extent.
464 |
The problem I see is that a lot of poor managers are drawn to the position to boost a fragile ego. These people are generally insecure and see any opposing opinion as a threat. They're quite rigid and more likely to impose their ideas on those they manage which in turn leads to a pretty unmotivated and disconnected team.
113 |
Can confirm, a good manager can make or break a job. I worked at amazon as a lackey, just some dude shuffling boxes around on a graveyard shift. I still smiled when i walked in (most times) because my manager was a super cool and charismatic guy. When he got moved up and replaced by some weirdo, i dreaded work and soon shifted over to day shift, even for a paycut.
92 |
What surprises me is that no one seems to think management education is at least partially responsible. The way it is taught- as if it were a science, in a classroom, is the root of the problem. We have not adapted our education system so that people learn and do at the same time. That is how apprenticeships have worked for centuries.
57 |
Another point is that most companies only have a top-down structure. People from the top choose who gets a promotion. A healthy system should have top-down and bottom-up elements, like a team chosing who becomes their leader.
70 |
1: I once had a manager wo wanted the prestige and the might over people. He was a ok manager, because at least he wanted to do the job.
2. I once had a manager who was competent in the job. Maybe rough about the edges but at least helpful in everyday business.
2: I once had a manager wo was charismatic and also a sales person. He was the worst manager, because he was never available and unorganized and his words rarely followed actions.
3. I once had a manager who was empathic. Finally someone who cared about the well being of employees.
12 |
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