Conflicting Attitudes

I love hearing professionals talk about the individuals who were so vital to their development. They speak of them as mentors, coaches and supervisors who took the time to teach and direct their growth.  They all report that they benefited greatly and appreciated the time given to them.

So you can imagine how confusing it is to me when these same managers are reluctant to give back by investing in their staff.  Specifically, these managers resist delegating work to others and then follow up with guidance and feedback. Instead of raising up the next generation of competent staff, they would rather do the work themselves.

I wish partners would stop allowing their managers to get by with this unfortunate practice of hoarding. The only “win” is realization.  Otherwise, it’s all losses. Managers working below their level. Managers not learning to function as managers. Staff who are stuck with work they have been doing and not progressing to new and more interesting assignments.

The Real Cause

So why don’t managers invest in their people? It doesn’t help that staff capacity is at an all-time squeeze. But even when there is opportunity, too many managers are reluctant to do so. From hundreds of coaching calls over many years, there seems to be two overarching reasons.

First, there is ego. No one can do it better or faster than they can, which is probably true. But only because they were given the latitude to learn it from their mentors. So they rationalize this practice of hoarding by convincing themselves that it is best for clients. In addition, they can demonstrate their own competence. “Look how good I am.”

The other is about control. Managers quake at the thought that someone won’t do it right or efficiently, leaving them accountable to partners and clients when something is wrong. It’s not that they hold themselves in higher esteem, it’s that they fear a lack of quality under their watch. Rather than take the risk, they will keep a tight grip on the work. “I have to get it right.”

Ego and control will often win the day if managers and partners allow it. It’s a difficult effort to overcome these human tendencies, but the health and growth of the firm is at stake. Rather than being beholden to your ego and control needs, step out and be a better version of yourself.