Free Article By Paul Glen of C2
Consulting
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How Indispensable Should You Be?
(This article originally appeared in
Computerworld USA and received the 2007 American Society of Business Publication
Editors National Silver Award for a regularly contributed column to a business
publication.)
After World War II, the vacuum cleaner began
its meteoric rise as an American household appliance. It was sold as an amazing
labor-saving device to liberate women from the dreary chore of rug beating. And
with that promise, it quickly became a fixture in the homes of the rapidly
growing middle class.
For years afterward, it was assumed that vacuum cleaners did just what we
expected: saved labor. But more recently, scholars have reinterpreted their true
effects. It seems that rather than saving time for other pursuits, vacuum
cleaners merely raised the standards for home cleanliness. Women didn’t spend
less time on household chores; they were just expected to tolerate less dust
than before. If they saved time, it was devoted to other cleaning tasks or
vacuuming more frequently.
As I watch the march of personal communication technology, I imagine scholars 50
years from now coming to much the same conclusions. We may not be getting
exactly what we expect when we adopt these appliances, especially as tools of
management. I’m not saying that these things are useless, but that we don’t
really appreciate what’s happening.
Let’s think about it for a moment. First, there were pagers that allowed us to
notify people who we were trying to reach. Fairly quick, but very little
information, and response was problematic. Then cell phones made it possible to
reach someone directly. More immediacy, more information, two-way, but only
voice. Then came e-mail. More information, more types of information,
asynchronous delivery, storage, but no mobile delivery. BlackBerries offer the
advantage of asynchronous communication with the immediacy and mobility that
e-mail didn’t have. Different types of information with storage. And don’t get
me started on instant messaging. Progress. Yeah, right.
We buy these things based on the ideas that more communication is better and
increasing immediacy is essential. We live in a round-the-clock,
hypercompetitive, globalized business environment. And, of course, most of us in
IT management are technology people first and foremost, so we like to leverage
(read “play with”) new tools of the managerial trade to meet these competitive
pressures.
So, as with vacuums, we incorporate them into our daily routines, and before
long, they become seemingly indispensable. And managerial style adapts to the
communication devices available, just as cleanliness standards adapted to
housework tools. Now we can be in the loop anytime, anywhere, and because we
can, we must.
But is this progress? I’m not so sure. I’ve sensed that as managers have
increasingly leaned on these gewgaws, they forget to ask whether the resulting
“benefits” are really valuable. Should managers be available all the time in any
place? Is this good for managers? Their staffs? Their organizations? I’m not
sure that it serves any of the stakeholders particularly well.
It strikes me that these tools are encouraging a cyclical co-dependence.
Managers, in a well-meaning attempt to be responsive and available to their
staffs, glom onto a tool. Then the staffers start to use it, expecting the boss
to be there whenever they need information, decisions, protection or comfort.
And the more immediately and regularly the boss responds, the more they come to
rely on that availability. Before long, a staff member’s taking initiative means
contacting the boss right away with something rather than analyzing the options
and making decisions close to the action.
Often, staffers like this setup. It’s lower-risk for them and requires less
work. Whenever something comes up, just contact the boss. And bosses both love
and loathe this sort of arrangement. On the positive side, they feel needed.
Crisis environments are engaging and exciting. The seeming urgency of everything
offers quite a rush and protects them from the difficult, slow and ambiguous
nature of long-term managerial work.
But on the negative side, bosses feel needed. They begin to recognize the burden
of having a staff that delegates even the most mundane details back up to the
boss. But having set the expectation, they’re already in the trap. So the more
they’re available, the more they must be so.
It’s important to reflect carefully on how you use these powerful new tools of
management. Train yourself and your staff to respect the boundaries of your
roles to ensure that the tools serve you, and not the other way around.
Otherwise, you’ll end up vacuuming up everyone else’s work and ignoring your
own.
© Copyright 2006 by Computerworld Inc., One Speen Street, Framingham, MA, 01701. Reprinted by permission of
Computerworld. All Rights Reserved.
