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Becoming a manager means you no longer solve problems yourself instead you give the skills and guidance to your employees to solve (MATSUDAIRA, 2019). I would like to discuss growth, mentoring, and people management. As a Marine, I experienced great leaders and mentors that continually focused on my growth. Once a month I was given a one-on-one evaluation. The evaluation explained the pros and cons of my work ethic. I was given ideas and advise on how to better improve my skill set. Secondly, I would like to touch on trust. Like every line of work, theres always that one manager or supervisor that micromanages. Micromanaging can have a big impact on multiple things such as tearing morale, causing hostility within the workplace, and increasing turnover rates. Ultimately it does go both ways because to be a great manager you first must learn to be a great employee. As a current deputy, sergeants and corporals come and go quite often for several reasons. With that being said, I get a fair share of experiencing a different style of management. I have had some supervisors that aloud me figure it out on my own and if I had any questions, they were there anytime I needed help. I’ve also had supervisors that were over my shoulder from the beginning of shift to the end of shift. It was very stressful to the point where it was discouraging because I felt that there was no trust and my ability was not up to par. ”You cannot keep your eye on every single project and person every single day, but you can set up systems that allow you to keep in touch with the work being done on your team so you can communicate effectively with your peers and your leadership.” (MATSUDAIRA, 2019, p. 46)
References
MATSUDAIRA, K. (2019). The Evolution of Management.
Communications of the ACM,
62(10), 42–47. https://doi-org.bethelu.idm.oclc.org/10.1145/3343048