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You and your team have been informed that the building you're located in has been sold, and that your department will be relocating to one of the company's other locations. Your superiors have asked for your input as to where you would prefer to go. There's space available in several locations, one of which is quite close to your home, though it's less convenient for Dave and Rhonda.

How should you handle this? (We'll come back to this at the end of the chapter.)

The direction/consultation axis is the degree to which you take input from your subordinates in decision-making and on other questions impacting the running of your department.

Highly directive managers do their own analysis, make decisions on their own, and tell employees how things are going to be.

Consultative managers listen to people's ideas and analysis, hear their thoughts about how to proceed in various circumstances, and take their views into account.

This is not to say that the boss relinquishes control over decision-making or is obliged to accept the suggestions of others; the person responsible to the higher-ups is always the one who has the final say. But a consultative manager hears what others have to say, takes their perspectives into account, and then sifts the wheat from the chaff.

As we discussed in the first chapter, it's important to remember that the direction/consultation axis is a spectrum or continuum, and not just two poles. In any situation, you need to decide where on the continuum you want to position yourself. Different scenarios—and different employees—will necessitate a different mix or balance between the two poles.

Direction –––––––––––––––––––––––– Consultation

As a general rule, it's better to hear what people have to say unless you've got a good reason not to. In other words, consult whenever you can; don't be directive unless you have to be.

Why is it important to think about your management style so much? Because the style you choose will have a major impact on your office, in two different ways. It will impact the quality of the work done, and it will impact the attitude of your employees toward both you and the organization at large.

You have to be careful of being overly directive with people who are capable, and who are able to contribute at a higher level than what you're allowing them. Such a person will become disaffected very quickly, and is likely to seek other employment. Remember also that an overly directive environment is unlikely to be a pleasant one; it is more likely to be one that causes people to wish they were somewhere else. And 'pulling rank' simply to gain an advantage for yourself will send a very hostile message. Finally, as noted above, being excessively directive can cause you to make decisions on the basis of partial or incomplete information, as you may be missing key insights and perspectives that other people may have.

Being overly consultative also carries risks. It can create the impression in people's minds that the workplace is more of a democracy than it actually is; a certain sort of person sometimes gets the idea that he or she is the one in charge. And if not done correctly, it...

How would you handle the situation outlined at the beginning of the chapter? You could be directive, of course, and pull rank on them to ensure that your own convenience was met; but this would send a very bad message. It would tell the others that they don't matter and are not valued, and it would build a wall between them and you, and between them and the organization. It is quite likely to make them feel downright hostile toward you and the company.

The best solution would be to sit down with them, consider the options, and try to find a solution that's fair to everyone. You don't have to sacrifice your own convenience to maximize theirs; an effort to find a fair compromise that takes everyone's point of view into account sends the message that you're all colleagues, that everyone's concerns and interests deserve to be treated with respect, and that your office doesn't enforce hierarchy pointlessly. It will greatly increase the respect with which your employees...

In this chapter, you have:

Now let's take a look at the control/autonomy axis.