“The Boss wants his visiting cards – now. I want the expense accounts
for the last three month – now. I want 10 prints of this photograph – now, I
want the moon – now!” many employees have to cope with such abrupt demands at
work and unfortunately, their professional reputation seems to depend more on
their responses to such situations rather than on their daily methodical
output. Bosses are wont to ask for just
about anything – setting impossible deadlines. And they have been known to be
very unfair in their condemnation if their subordinates don’t or can’t rise to
the occasion.
Why do bosses become
unreasonable and deny a decent preparation period to their subordinates before
expecting them to deliver the goods? Taken by surprise, the juniors tend to get
panicky and confused and more likely than not, end up making a mess of the job.
The boss’ wrath then descends on them for failing to produce what was wanted
and also for fouling up his plans. He doesn’t for a moment pause to blame
himself for not being more organized in his own approach.
Why does this ‘now’ culture
prevail in many organizations? The main
cause is the whims and fancies of the BB (Big Boss). Struck by what he thinks is a brilliant idea,
he buzzes for his next-in-line who instead of pointing out the impracticability
of the idea and what it calls for, nods his head in intimidated approval,
anxious to please the BB. He then rushes
out and passes on the order to his junior, and so on all the way down the line. At some stage, someone should stop in his or
her tracks and question the wisdom of doing a rush job and perhaps have the
courage to communicate that whatever is required can be done but not now – and
give the reasons why it cannot or should not be done in a hurry. These may be
construed as excuses, procrastination or ever non-performance but if the person
has the courage of his or her convictions that it is physically impossible and
truly impractical or self-defeating to attempt a rush job – he or she must say
so.
A good administrator or
manager is one who anticipates requirements and gives the juniors enough time
to prepare themselves and deliver the goods – to the BB’s satisfaction. This boils down to organized planning and a
methodical approach towards delegation. Agreed,
there are times when a crisis situation arises but in a well-run organization
this should be the rare exception, rather than the everyday rule! Subordinates
on their part must have their antennae up all the time, and must ensure that their
routine work is efficiently carried out and that they are up to date in their
assignments. Procrastination of routine work allows no time cushion for
unexpected additional work. A well-run organization, like a well-oiled machine,
can respond smoothly to an occasional increase in the workload. But at all
times, the BB should guard against a fire-fighting approach as a matter of
course as efficiency will be the first casualty.
Good planning, anticipation, preparedness – and the BB will not
need to table-thump and demand a job – which takes a little while to be well
done – to be delivered NOW
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