{"id":23101,"date":"2023-07-24T11:17:36","date_gmt":"2023-07-24T11:17:36","guid":{"rendered":"https:\/\/ipbpartners.eu\/?p=23101"},"modified":"2026-03-13T14:07:12","modified_gmt":"2026-03-13T14:07:12","slug":"improving-c-style-managers-effectiveness","status":"publish","type":"post","link":"https:\/\/ipbpartners.eu\/en\/improving-c-style-managers-effectiveness\/","title":{"rendered":"Improving C-Style Managers\u2019 Effectiveness"},"content":{"rendered":"

Assumptions That Can Get Them in Trouble<\/span><\/strong><\/h3>\n

\"\"Even if we\u2019d never say them out loud, we all have unconscious assumptions <\/span>that sometimes get us into trouble. <\/span>Here are some common ones that <\/span>C-style <\/span>managers<\/span> sometimes make.<\/span><\/p>\n

\u2022 If I make a mistake, <\/span>I\u2019ll lose my credibility<\/span><\/strong><\/p>\n

\u2022 If people haven\u2019t gotten negative feedback, <\/span>they will assume they\u2019re doing a good job<\/span><\/strong><\/p>\n

\u2022 We <\/span>need all of the information<\/span><\/strong> before we make a big decision<\/span><\/p>\n

\u2022 It\u2019s <\/span>undignified to show intense or tender emotions<\/span><\/strong> at work<\/span><\/p>\n

\u2022 Time spent relationship building is <\/span>largely frivolous<\/span><\/strong><\/p>\n

\u2022 My judgement is <\/span>completely objective and unbiased<\/span><\/strong> because I use logic<\/span><\/p>\n

\u2022 <\/span>Emotions have no place<\/span><\/strong> in decision making<\/span><\/p>\n

\u2022 There\u2019s <\/span>one best way<\/span><\/strong> of doing things<\/span><\/p>\n

\u2022 If my feedback is objective and fair, <\/span>I don\u2019t need to cater to people\u2019s feelings<\/span><\/strong><\/p>\n

\u2022 I need to <\/span>consider all of the variables<\/span><\/strong> before I decide<\/span><\/p>\n

\u2022 You should <\/span>keep emotions to yourself<\/span><\/strong><\/p>\n

\u2022 If I make a bad decision for the group, <\/span>it will never be forgotten<\/span><\/strong><\/p>\n

\u2022 I\u2019ve thought this through and <\/span>there\u2019s no better way to see it<\/span><\/strong><\/p>\n

 <\/p>\n

Unintended Consequences for Their Team<\/span><\/strong><\/h3>\n

\"\"\u2022 We get <\/span>bogged down in over-analysis<\/span><\/strong><\/p>\n

\u2022 There\u2019s a <\/span>lack of shared excitement<\/span><\/strong> for our work<\/span><\/p>\n

\u2022 We<\/span> don\u2019t<\/span><\/strong> feel like <\/span>our hard work is appreciated<\/span><\/strong><\/p>\n

\u2022 We <\/span>miss opportunities<\/span><\/strong> because we\u2019re too cautious <\/span><\/p>\n

\u2022 Our processes are <\/span>too rigid<\/span><\/strong><\/p>\n

\u2022 We <\/span>don\u2019t feel connected<\/span><\/strong> to our teammates<\/span><\/p>\n

 <\/p>\n

Helping Your <\/span>C-style Managers<\/span> Rethink Their Role<\/span><\/strong><\/h3>\n

These managers often need help appreciating that to grow as a leader, they\u2019ll need to embrace the humanity of their direct reports on a deeper level. By understanding other perspectives, they see that the people they manage often need praise, excitement, optimism, camaraderie, or risk-taking at a much greater level than they do.<\/span><\/p>\n

Download the full-size poster here:<\/p>\n

\"\"<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

Assumptions That Can Get Them in Trouble Even if we\u2019d never say them out loud, we all have unconscious assumptions that sometimes get us into trouble. Here are some common ones that C-style managers sometimes make. \u2022 If I make a mistake, I\u2019ll lose my credibility \u2022 If people haven\u2019t gotten negative feedback, they will […]<\/p>\n","protected":false},"author":2,"featured_media":23107,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-23101","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-maaratlemata"],"_links":{"self":[{"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/posts\/23101","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/comments?post=23101"}],"version-history":[{"count":0,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/posts\/23101\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/media\/23107"}],"wp:attachment":[{"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/media?parent=23101"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/categories?post=23101"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/ipbpartners.eu\/en\/wp-json\/wp\/v2\/tags?post=23101"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}