Silos + Micromanagement = Ineffectiveness | Episode 030

In the usual speeches when starting a change, managers almost always use the same slogans: "Let's become more flexible, faster, more proactive." Naturally, this contrasts the current silos, internal bureaucracy, and suffocating micromanagement, in which 40-year-old experts explain themselves as students to their managers about how they allocate their time for the day.

Silo thinking in managers occurs when, in a matrix structure, the achievement of the department's goals is placed in front of the achievement of the company's goals. For example, closing sales on paper is more important for sales managers than timely production and delivery. Or it is more important and comfortable for the production units to wait for the delayed materials than to look for suitable substitutes and ensure the shipment according to the initially agreed term with the clients. It can happen that instead of seeing and satisfying the greatest need of the client at the moment, the department managers waste time proving to each other who did not do their job on time. So they keep their backs at the department level, but they lose their reputation at the company level.

There is nothing illogical in this self-sabotaging behavior of managers. It is a natural response to the way they are managed. They are probably micromanaged.

1) In which areas do you win battles at the departmental level but lose the war at the company level?

2) How do you "contribute" to the formation of silos not only in the company but also in the teams themselves?

3) What is the painful change that you are postponing, but you know will be beneficial for your team?

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Book "Cold Shower for Managers: Empower and Inspire Your Team with Your Humility and Accountability by Plamen Petrov on Amazon - https://amzn.to/2Ka23CU

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Book "Park Your Ego: Face Your Bullsh*t and Own It" by Plamen Petrov on Amazon - https://amzn.to/38VW3He

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Book "Barriers to Change - How Managers Overcome Them Together with Their Teams" - https://amzn.to/2Qi8qGP