Making time for your people
Featured in the Partnerships at Work training manual
By Ken Birkett & Val Rowland
Category: Performance Management
Credit price: 4 download credits (Single user)
The boss/subordinate relationship can be a delicate one because the subordinate may have expectations that are not met. In a busy work environment, a boss can sometimes forget that people need to feel their worth, and know that their presence in the workplace is of some value. If a boss has little time to spend with a subordinate or finds allowing more responsibility difficult, the subordinate can become discouraged. As in any relationship – such as husband and wife or mother and daughter – there are times when a little thought needs to be given to what is happening and where the relationship is going. When people are having a moan about their boss, they often refer to boss behaviour and what they are not allowed to do. In particular, not having enough time for a subordinate and not delegating responsibility are mentioned over and over again. From the boss’s perspective, a subordinate who can fulfil job requirements with the minimum of problems is what is required. A happy person is more likely to fill this need, but happiness for an individual is not only based on what happens at work. However, a large percentage of time is spent in the workplace, so it is a significant factor of any worker’s total happiness.
You begin this training activity by considering the problems of time from the perspective of a subordinate and then that of a boss. You ask participants to begin with a discussion in pairs, considering a boss who doesn’t spend time with a subordinate. You then lead a feedback session on what a subordinate may be doing to exacerbate the problem and what could be done about it. Following this you ask participants to work in groups to discuss what a boss can do to utilise time more effectively. This is followed by feedback on what could possibly be done, and you suggest ideas of what a boss can and should do. You then ask participants to think of the meaning of delegation. After this participants work in pairs discussing why a boss may find it difficult to delegate. Feedback follows on the reasons they have come up with, and you conclude with a list of possible reasons. You ask participants to work in groups on a mini case-study about a person who is having trouble with a boss who won’t delegate. Participants report their views and you fill in any gaps with a checklist. You ask participants to think of a basic requirement for delegating work, and then report back to you on their views. You then explain four basic requirements. You then ask participants to work on an exercise concerned with what needs to be done by a boss to delegate effectively. Following their reports you explain what exactly is needed. You finish this training activity with a round-up and summary.
Who is it for: This training activity is intended for use by trainers to help participants understand the need for making time for their people and managing time before it manages you.
| Resource Type: | Activity |
| Min Group Size: | 6 |
| Max Group Size: | 12 |
| Typical Duration: | 02:15:00 |
| No of Pages: | 33 |
Resources: View standard resources for Fenman training activities
Purpose: This training activity is intended for use by trainers for any management development, leadership, time management or personal development course.
Download the training activity, Making time for your people as featured in the Fenman training manual; Partnerships at Work