RE: Re: Do C-Level managers, and business drivers really need to know about XP?

Hi Dale, Ron,

How does one who intends to be "empowering" avoid being seen as abdicating?  I have tried very hard to be an empowering manager at my current place of employment.  During annual review time, I got almost universal feedback that I was "not directing them enough".  This feedback was from my team members, not my boss.  Of course, Rapid Feedback would have helped that tremendously, but I couldn't sell anyone on it!  :-)

I guess my point is that the tricky part is finding the balance.  Even then, somebody will come back with the idea that you either abdicated too much, or controlled too much.

> -----Original Message-----
> From: Dale Emery <[email protected]> [mailto:[email protected]]
> Sent: Monday, February 10, 2003 1:10 PM
> To: [email protected]
> Subject: [xpAdoption] Re: Do C-Level managers, and business drivers
> really need to know about XP?
> 
> 
> Hi Ron,
> 
> > In my consulting, I would say that truly empowering managers are in
> > a very small minority, surrounded on one side by command and control
> > managers, and on the other by hands off then fire people managers.
> 
> That fits my experience.  I find that most managers mix the three
> styles (command-and-control, abdicate, empower).  They use different
> styles in different contexts (e.g. how much pressure they're
> experiencing), or about different tasks, or with different people. 
> Most tend to favor one style over the others, but not exclusively.
> 
> I've met very few managers who are *only* command-and-control.  My
> most recent VP was that way.  I think command-and-control is what got
> him promoted to VP, as a reaction to the mess caused by years of other
> execs' abdicating.  I've known a few managers who only abdicate.  They
> tend to be removed from management positions fairly quickly.  I can't
> think of a manager who managed only by empowering.  The most
> empowering managers I've known also abdicted much of the time.
> 
> Dale
> 
> 
> 
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