214 – Worried about pretend managing? More importantly, are you dealing with real or imagined work?

Posted by Whistler                                                                                                          300 words

imagined work

Colin Weatherby has made some interesting points in writing about pretend managing. A colleague recently reminded me of another important idea – there are two kinds of work in any workplace: the imagined and the real.

He was discussing his work in injury prevention in the workplace. In his interactions with injured workers and their managers he has observed that there are two types of work. The imagined work exists in the minds of the managers making decisions about what and how workers will do their work.

When discussing worker’s injuries with managers, the managers frequently describe their understanding of the work and how it happens. This is imaginary work because usually they have not done the work. Some have not even studied the work. They are in charge of the work being performed and believe they know what is going on.

In comparison, the real work is what injured workers describe. It is how they actually do the work. It includes the short cuts and workarounds that are not in any Safe Work Method Statements. It is what they know from doing the work every day.

It is important for managers to know that there are two types of work and that there is a difference.

If managers operate as though their understanding of work is accurate and complete they will make mistakes. And, according to my colleague, workers will continue to be injured. Recognising that there is real work, and that it is important to understand exactly how it operates, is essential. Organisations need ways for the two types of work to come together. The Service Action Plans described in an earlier post is one way for this to happen.

There is no doubt that pretend managers are a problem. But a pretend manager dealing with imagined work is potentially a much bigger one.

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212 – How do you know if you work for (or if you are) a pretend manager?

Posted by Whistler                                                                                                          1200 words

pretend manager

Have you ever wondered if your manager is for real? Have you ever wondered what they do all day? Has their contribution to work been difficult to see? Maybe you have a pretend manager.

No, this is not a manager bashing exercise. As a long-term local government manager, I respect the effort put in by many of my colleagues. But there are some managers who are just not up to it. And they are not always managers.

Lancing Farrell discussed an interesting book in the last post. I also took a trip down memory lane and re-read parts of The Third Principle. Neville Lake is a practical, perceptive and prescient person. I just love alliteration. His chapter on optimising managers, highlighted by Lancing Farrell, reads as though he looked into the future to see the local government of today. In particular, the sections on eliminating pretend managers and pretend managing resonated with me.

To optimise managers, Lake says you need to eliminate pretend managing and pretend managers.

To start with, Lake says to look for the managers who think their job is to go through the motions of managing and just tick off boxes. Continue reading