Can you be too responsible as a manager?
Sarah Auer, MPH, CHES® (she/her/hers)
Program Analyst I
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Monday, July 25, 2022 5:43 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Monday, July 25, 2022 4:42:23 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Can You Be Too Responsible as a Manager?. Do you often pay attention to the needs of others but neglect your own, or say “yes” to most things you’re asked to do — but then feel resentful? If so, these could be signs that you have an overactive sense of responsibility as a manager. Don’t wait until you feel bitter and burned out to address this problem. First, think of turning over responsibilities as an act of empowerment. By allowing employees to struggle with a new task and learn to solve their own problems, you’re helping them develop greater competence and confidence. Start small by identifying one responsibility you can hand off to a specific person — for example, assigning a simple administrative task to a direct report. Expect a few hiccups at first, but resist the temptation to jump back in. Next, practice saying “no” to new requests when your plate is full — and saying “yes” when someone offers to take something off your plate. Finally, rather than taking on your team’s emotions, practice cognitive empathy: taking on another’s perspective to understand what they’re feeling, without feeling it yourself.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=haff16732,15988df1,15988df3&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=84W8TWRQo72kOCfx34MX_7rvGawmLKHfYApqtedePuA>
Today’s Tip
Can You Be Too Responsible as a Manager?
Do you often pay attention to the needs of others but neglect your own, or say “yes” to most things you’re asked to do — but then feel resentful? If so, these could be signs that you have an overactive sense of responsibility as a manager. Don’t wait until you feel bitter and burned out to address this problem. First, think of turning over responsibilities as an act of empowerment. By allowing employees to struggle with a new task and learn to solve their own problems, you’re helping them develop greater competence and confidence. Start small by identifying one responsibility you can hand off to a specific person — for example, assigning a simple administrative task to a direct report. Expect a few hiccups at first, but resist the temptation to jump back in. Next, practice saying “no” to new requests when your plate is full — and saying “yes” when someone offers to take something off your plate. Finally, rather than taking on your team’s emotions, practice cognitive empathy: taking on another’s perspective to understand what they’re feeling, without feeling it yourself.
This tip is adapted from “Are You Too Responsible?<https://hbr.org/2022/07/are-you-too-responsible?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Dina Smith
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From: Jessica Arrazola <jarrazola@cste.org>
Sent: Monday, July 25, 2022 5:43 AM
To: Sarah Auer <sauer@cste.org>
Subject: FW: The Management Tip of the Day
________________________________
From: Harvard Business Review <noreply@a.email.hbr.org<mailto:noreply@a.email.hbr.org>>
Sent: Monday, July 25, 2022 4:42:23 AM (UTC-05:00) Eastern Time (US & Canada)
To: Jessica Arrazola <jarrazola@cste.org<mailto:jarrazola@cste.org>>
Subject: The Management Tip of the Day
Can You Be Too Responsible as a Manager?. Do you often pay attention to the needs of others but neglect your own, or say “yes” to most things you’re asked to do — but then feel resentful? If so, these could be signs that you have an overactive sense of responsibility as a manager. Don’t wait until you feel bitter and burned out to address this problem. First, think of turning over responsibilities as an act of empowerment. By allowing employees to struggle with a new task and learn to solve their own problems, you’re helping them develop greater competence and confidence. Start small by identifying one responsibility you can hand off to a specific person — for example, assigning a simple administrative task to a direct report. Expect a few hiccups at first, but resist the temptation to jump back in. Next, practice saying “no” to new requests when your plate is full — and saying “yes” when someone offers to take something off your plate. Finally, rather than taking on your team’s emotions, practice cognitive empathy: taking on another’s perspective to understand what they’re feeling, without feeling it yourself.
[Management Tip of the Day]<https://t.a.email.hbr.org/r/?id=haff16732,15988df1,15988df3&e=cDE9P3V0bV9tZWRpdW09ZW1haWwmdXRtX3NvdXJjZT1uZXdzbGV0dGVyX2RhaWx5JnV0bV9jYW1wYWlnbj1tdG9kX2FjdHN1YnMmdXRtX2NvbnRlbnQ9c2lnbmlubnVkZ2U&s=84W8TWRQo72kOCfx34MX_7rvGawmLKHfYApqtedePuA>
Today’s Tip
Can You Be Too Responsible as a Manager?
Do you often pay attention to the needs of others but neglect your own, or say “yes” to most things you’re asked to do — but then feel resentful? If so, these could be signs that you have an overactive sense of responsibility as a manager. Don’t wait until you feel bitter and burned out to address this problem. First, think of turning over responsibilities as an act of empowerment. By allowing employees to struggle with a new task and learn to solve their own problems, you’re helping them develop greater competence and confidence. Start small by identifying one responsibility you can hand off to a specific person — for example, assigning a simple administrative task to a direct report. Expect a few hiccups at first, but resist the temptation to jump back in. Next, practice saying “no” to new requests when your plate is full — and saying “yes” when someone offers to take something off your plate. Finally, rather than taking on your team’s emotions, practice cognitive empathy: taking on another’s perspective to understand what they’re feeling, without feeling it yourself.
This tip is adapted from “Are You Too Responsible?<https://hbr.org/2022/07/are-you-too-responsible?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge,”> by Dina Smith
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It’s Time to Streamline the Hiring Process <https://hbr.org/2022/07/its-time-to-streamline-the-hiring-process?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
by Atta Tarki, Tyler Cowen, Alexandra Ham
A complicated and drawn-out recruitment rarely translates to making better hires.
Read now <https://hbr.org/2022/07/its-time-to-streamline-the-hiring-process?utm_medium=email&utm_source=newsletter_daily&utm_campaign=mtod_actsubs&utm_content=signinnudge&utm_term=subben_buyeracq_subarticle&utm_content=signinnudge>
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