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The Plant Manager was becoming increasingly frustrated. His production manager was struggling to meet plant performance targets and was not getting his team to take ownership of achieving results. The initial diagnosis was that the production manager was being too easy on his team.
As with most management problems, only two or three behaviours cause the majority of aggravation and frustration.
Using feedback from a Leadership Style Inventory, we determined that the production manager was passive-defensive. He did not have a clear idea in his mind on what he wanted to achieve each day in the plant. He wanted people to like him and tended to either have no goals, or set the goals too low. He was overly rigid with policies and procedures and tended to jump in and do the work himself instead of delegating tasks to others.
As part of the coaching process, I offered this prescription for performance:
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