The Complex Role of a Manager in the Workplace
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You're listening to locally produced programming created in KU NV studios on public radio K you envy 91.5
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What's up everybody? Welcome to our show about motivation and being yourself. That's
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right. What does R O L?
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Reach out for loads show about motivation and love being yourself being yourself. How do you be yourself? Let's find out. So today I've got two new guests. awesome people.
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What's up you guys? My name is George Ain.
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Yeah. Hey, what's going on everybody?
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My name is AC. Pretty much born and raised out here.
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You know, you get used to the heat. But originally, I'm actually from California. Oh, okay. Yeah. So
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that's pretty cool.
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We're in California.
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Los Angeles. Okay, unfortunately, just
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from LA County. Yeah, no, I get you. I'm from Washington State and people think I'm from California. So it's all the same. I thought you were ever everyone thinks from Cali. I'm from. I'm from Washington. 30 miles south of Seattle. What's up?
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I should have asked you that first day of our broadcast. What's funny, you
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don't even know me?
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I'm like, okay, that's what the broadcast. Yeah, actually, me and Wesley don't really talk outside of the Bronx.
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I really don't. I'm busy. And when I'm not doing when I'm done here, I go home and I stay inside. Yeah, in his Tumblr room, my Tumblr room full of well, alphabetized and organized records and books and movies and stuff. What was the idea? Because you had something from the last broadcast you wanted to carry into this one if anonymous. Yeah.
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Last time, we were talking
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abruptly. Everything's abrupt.
Unknown Speaker 1:46
I abruptly brought up the topic of managing managing things. Yeah. But at the end of the broadcast, I sent him what we were going to talk about and it looks like we were going to talk about being a manager and having to be a consistent being, sustainability and starting Oh,
Unknown Speaker 2:01
that's right. Because I mentioned I couldn't be consistent, but like it'd be sustainable. Yeah. So that a lot lately. So it's one or the other, huh? Yeah. Yeah, well, no, it for me it it has to be one over the other because, like, I've come to find out and last few years that I'm very definitely, like, have ADHD or something akin to it. So being like, the exact same and like, super, super consistent, just like, isn't realistic for me, and I'll freak myself out trying to be something that is like, just not possible for me. Yeah. Doesn't tell you there. Yeah, yeah. No, I have to do sustainability. Like ups and downs. slow waves and peaks and valleys. Yeah.
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peaks and valleys. Yeah. And roads and roads side. Valley holds. Yeah.
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If my mental roadmap if my mental roadmap could be a bit like better filled in, like better constructed no potholes, it'd be nice. But my mental health is very much like the streets of Vegas constantly under construction. So
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I feel you to meet to your libraries. And we definitely a lot of changes been happening. Yeah, I'm trying to get back on the road with everything in life. Yeah, no. It's just life, like creating that stability, you know, is really important in life, too. Yeah. No,
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I just haven't felt like I've been able to, like really, really rest lately. Like, I'll go Go, go, go go to get through my day and get through my responsibilities. And then when it comes time for me, I don't have a good relationship with sleep. Shocker. And so I'll lose sleep to have even a crumb of feeling like I have free time and like control over my life outside of adulting. So both Wesley Yeah, no, guys in the zoo. We're all out here. We're trying our best. Here we are.
Unknown Speaker 3:39
I actually, you know, that brings up the topic of how managers they have to be consistently managing, yes, like, and that's every single float. If they're not there, then everything falls or something goes wrong. You
Unknown Speaker 3:52
can Yeah, like, I don't know. I was thinking about that the other day, I don't know who would do what I do for the station. Like being a recording engineer. If I was sick, I don't know who would come in and fill fill my seat to do the appointments, which is like, a little scary to think about.
Unknown Speaker 4:08
Yeah, definitely. from top down. Yeah. Leadership and all that. Yeah.
Unknown Speaker 4:13
That's funny that you actually mentioned that because I was having a conversation with Jordan yesterday about it. And we were going over leadership, and how the culture of the environment is, is basically cultivated by the people at the top. So you're only as strong as your weakest link. So I mean, it. It really is like a collective effort. If Yeah, you know, if you think about it, yeah,
Unknown Speaker 4:39
that's actually true. I know that going into a manager role. I didn't think of management as like, I have to take care of people as as if like, I'm in charge of everything. Almost. Yeah, I don't think of it like that. But now that I'm in it, or like, I've been in it, like, oh, okay, there's a lot of taking care of people. Hold
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that the whole roll was basically taking Yeah, there is a lot of that and like no like,
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managing, like, like they like we think it is when we're being managed. We're like, why are you telling me what to do? Well, it's because you got to do this. So that managing I can have the exactly
Unknown Speaker 5:14
managing is not just like managing, like, oh, managing my workload, and it's papers, and it's on a computer. And it's like cubicle work, so to speak. It's like managing people and making sure that people have the right information that they're on the right schedule that they're on a whole new skill set. They're on the right track and tasks and everything. Yeah, you got experience with it.
Unknown Speaker 5:33
I can tell
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management. Yeah. Yeah. Right now a manager at night with electrician job I met. So I definitely have the experience of man. No, no union. Yeah. Just 12 hours. 12 hours here. Four on four off. Oh, I see. I see. It's pretty chill. It's, it's cool. But definitely the experience of managing people because you definitely have those lazy employees that just man, no matter what you tell him no matter what you do, yes. It doesn't matter. It's not gonna do it. You
Unknown Speaker 6:02
know, it happens. Yeah. And that's I guess that's what I'm getting to is like board nation. Yeah. Like you can tell. You can tell people on the team who just like, they're here for some reason, but it's not like for the right reasons. Not the right reason. Yeah.
Unknown Speaker 6:15
Favoritism comes from because yeah, see, because then you kind of lean towards the people that are putting the effort in and, like stuff in is like, yeah, that's, you know, that's from the other side, too. It's
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hard for you not to have favoritism in that. In that situation. Yeah.
Unknown Speaker 6:30
Because it's like, if you're not reliable, it's all different. Like, I think, I think, I think it kind of goes outside the realm of, of outside the realm of favor any kind of favoritism. If it comes down to strictly like, No, I can count on these people. I can not always count on these people. Or, or rather, it's like, if the people I can really count on, I'm gonna give them unfortunately, I'm gonna give them like, the more involved, the bigger words. And then like, the simpler stuff, like, the stuff that can like maybe fall through the cracks a bit or can get picked up easier down the line. If someone follows through on their reputation and isn't reliable, then it's like, it's less. It's like, it's like less damage, like mitigating a problem. Pretty much. Yes. I hate to do that. I hate to say that. But like, again, people bring themselves to the table, and then they're not like actually about it, then you have to make decisions. You have to make differences and decisions based on what's actually at hand. Well, that's
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where the manager they have to basically speak with everybody.
Unknown Speaker 7:31
Yeah, yeah. I couldn't imagine having to call a team meeting like everybody was talking about why one person's problem. Yeah. I know. No, no, no, no, I know. But like, in that situation, like, I would like to think more of your team is like on the up and up than like, the few that are, like lacking. And so it's difficult to be able to like, how do we address the entire room and not single those people out, even though that's how I'm speaking to stare hole. And so
Unknown Speaker 7:57
I think it's really important to create that team aspect from the very beginning, very beginning. If you try to create it later down the line, it's harder to create it. Because once people get that mindset of like, Yeah, this is that and this is mine.
Unknown Speaker 8:08
Yeah. Like, and people aren't, people aren't dumb. They can tell when like, Oh, this is changing because of Yeah, XY and Z. Yeah, they can tell people aren't done
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yet. But if you create that from the very beginning, like if there's a way better environment for Yeah,
Unknown Speaker 8:21
yeah. setting those expectations from the jump kind of helps out a lot.
Unknown Speaker 8:25
Yeah, well, the thing I was talking about earlier about how like when a man when a manager sees an issue, and yeah, I have to like speak with everybody involved. Yeah, sometimes the manager doesn't tell you everything. No, because they want to hide things from you.
Unknown Speaker 8:38
Sometimes I was feeling I always I hate that. Like, I don't I don't like when I don't like being told talk to like that where it's like clear, like, there's a difference between telling somebody, only what they need to know, because it actually pertains to them and helps properly compartmentalize things. And then there's like, No, I can be saying a whole lot more. In fact, I probably should, but I won't. It's like that's that's not cool. Yeah, I
Unknown Speaker 9:01
definitely think it depends on the person to like, who you're approaching who you're telling the problem. Yeah, like, the amount of communication? Yeah. Does this person need to know everything? Or do they only need to know like, what they need to know? Yeah, yeah, that's consideration too. So definitely depends on who's like having that problem.
Unknown Speaker 9:14
Wouldn't you say that some of these problems trickle down from the top?
Unknown Speaker 9:18
Oh, yeah. No, they most definitely do. Yeah. Like if,
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if you're in a manager position where you're dealing with the bottom 10%. But you can't really do anything about it. Because that's the guy above you above you. It's his responsibility to manage that. Yeah. Then it's kind of like puts you in a tough position. Yeah.
Unknown Speaker 9:37
Like if Yeah, if the management split up, where it's like, oh, you handle this stuff, and you're on handling your stuff, but I manage this stuff, and I'm handling it and it's like, at what point do you kind of kind of cross those areas? The Venn diagram? Yeah. Hey, homie. This is needs to this needs to work out. This needs to be a little different.
Unknown Speaker 9:56
It's like you don't have the authority to make a call because
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nobody wants I think in a lot of environments, people don't want to be the person to like tell others their business. But other times it just comes down to like what you're saying you're built, where you end up building. Not like not having proper communication will start to build that resentment will build that animosity. It'll make it more difficult to say, even the smallest things, let alone really address if there's any elephants in the room type of things. It's tough. It's tough. It's tough. What else do you add on that list? I got a lot
Unknown Speaker 10:29
written. Yeah. Well, do you know how the specific manager if he's got supervisors underneath him, that have to follow his rules, supervisors get stressed and the stress goes on to the employee? Because
Unknown Speaker 10:40
you have the middle managers who just you're basically just kind of Yeah, as we're just mentioning that Superman holding back, the train
Unknown Speaker 10:47
has trickled down from the top. Yeah, exactly. You only have so much pool position, unless you're like the top the guy but a lot of times that top guy is not even managing the actual people. He's not seeing what's what's happening. Floor. Bubble.
Unknown Speaker 11:01
Yeah, sometimes he gives the managers his work. Like, ya know, the manager got to do their job. Yeah, job and the employees jobs all at once. Yeah, that's what makes me being a manager difficult.
Unknown Speaker 11:13
Yeah, I know, it's natural. And depending on what the work environment is, and like, how it's structured, that there's going to be like, for lack of a better term, that's going to be your floor manager that deals with like, the actual, like activity going on. And then there's gonna be those managers that, for better or worse are like, office managers out there, you got to keep like, there's business stuff that doesn't have to do with people, or what does isn't focused on on people actually, yeah, because they are different, they are different. And like, I think that's what's different. And I think that's kind of what we're getting at with, like, certain managerial duties being piling on or like being allocated to the wrong people the wrong situations is, is like, people who aren't like, I guess, I'm not gonna say it nicely, I guess. But like, like staying in their lane. Like they want to put more, they want to take more off their plate for their own for their own reasons, their own benefits, but then, like, the person who's getting offloaded to, chances are like, already has a lot to deal with a lot on their plate. So to make that like that shift, and that imbalance is like, it doesn't it's like in the short term, that person at the top that can just push that around and do that. Like, they think like, oh, well, I don't care, because now it's a weight off my shoulders. But it's like, bro, you just, you just screw the rest of your of your business and your company, your employees over because now there's this imbalance. And now these responsibilities are being pushed on someone who already has a lot else to do. And then those same people don't also consider that, like, everyone has lives outside of work. Like everyone needs a work life balance. And nobody should be bringing their work home, their stress home to and from work. It's just not necessary. Like it doesn't make it difficult for everybody. So yeah,
Unknown Speaker 12:59
it's definitely hard. But you got got to separate the two. Yeah, when it comes to stress, you can't bring stress into the workplace or you can't bring stress home. Yes, problems in both places. Yeah,
Unknown Speaker 13:08
like I gotta leave work stress here. And I gotta like leave like life stress there. Like there's going to be naturally there's going to be crossover, just the way that like a human being is. But like, in general, you got to kind of be able to leave stuff at the table, leave stuff at the door.
Unknown Speaker 13:22
I think that's what makes you a bad manager is when you're not able to handle your own stress. Oh, yeah. Pushing that on to other people. Absolutely. Like when I started a position where, like, let's say you start a position, and they're teaching you but they're stressed out while they're teaching you Yeah, that's when you know, like, okay, that's not good, because then they're just gonna throw all that stress on to them. Yeah.
Unknown Speaker 13:47
That's like, that's quite literally like those, those bad training experiences I've had. And those bad, those bad managers that I've had to go up the chain about it was it was all stuff like that. It was all like, it was all revolving around the fact that for whatever their issues were in their life, it was bleeding into the way that they went about work. And like, you know, maybe they just don't have the boundaries, maybe they just don't have the, the, the, like the compartmentalization down or whatever. Or maybe they are, you know, the thing is, some people are out at work in the workplace so much that like that, that home life and work life barrier kind of gets like broken down and gets kind of blended together and like, that's a big deal. Because then then these then the managers that aren't managing this stuff, well get used to bring it into work because they're there all the time. Anyway, so it's like, yeah, it just it just always, it always makes things a lot worse always compounds a problem. Yeah.
Unknown Speaker 14:52
What do you think?
Unknown Speaker 14:54
Oh, I mean, I believe kind of how that agent like Got it kind of just, I'm just going to continue with that, that it trickles down from the top. So a lot of times, especially when you're like putting people in these positions, manager positions that don't have, like I said, those people skills, then that's kind of where the problem starts. So they might be good at their job, but are they the right person for the job?
Unknown Speaker 15:21
You know, it's hard to, for us to distinguish who has good people skills and who has good manipulation skills.
Unknown Speaker 15:26
Ooh, we all right, because not sorry, I know you're, you're hitting on something there. That's, that's actually a really good point there
Unknown Speaker 15:34
is I have seen the managers manipulate other employees to be on their side, like by creating strategic, like, words, they just didn't say certain things and make a certain thing look the way in the way they framed it. It's, it's crazy. And then like, the patient, the person that their legs talking about, has no idea what's going on. No, yeah. And then all of a sudden, everyone starts to turn it on. Those
Unknown Speaker 16:00
are like, like an inside thing. Like, yeah,
Unknown Speaker 16:03
it's always like, it's always like the power struggle and the power imbalance type of thing, but especially the way that a lot of our jobs and work structures are, are organized, is like it benefits people who can manipulate it. It's
Unknown Speaker 16:18
yeah, it does. It is, I think so
Unknown Speaker 16:20
ya know, when we, when we have like vertical, when we have vertical organization, that's what happens. Because when you were stuck on that, climbing the proverbial ladder, it, it lends itself to people to be be less and less sympathetic and less and less humanistic, and more more manipulative, more and more selfish. Like, they get to a point where the only way up the ladder is to step on people's fingers. And they'll do that. And it's like, I, I made me like, yeah, that's not me. But the people who get rewarded and get paid more and get advanced more. They're sometimes they're just straight up incentivized to be a worse person.
Unknown Speaker 16:59
So the thing that confuses me, because that's what you would think would happen. Like every job, you would think, Oh, they give raises, oh, they'll give you a bonus. This job. The job I'm talking about, there was no incentive No, the person just doing that, because they're that type of person. Yeah, I was just thinking what because there's some jobs that you don't really get raises or bonuses, you just always get the same pay no matter what. Well, we've actually touched on a lot of things today about gene and being a sustainable manager trying not to manipulate trying to be authentic.
Unknown Speaker 17:31
I will say one thing about manipulation if you do know how to manipulate people, you got to know when and how to use that. Because that's a powerful tool. Do you
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like do use it for good?
Unknown Speaker 17:40
Yeah, you got good? No, that's some straight up chaotic good stuff. Like you gotta Yeah, no, that's that's that's strong and the character alignment chart?
Unknown Speaker 17:47
Would that be not to be confused with? Charismatic?
Unknown Speaker 17:51
Oh, that's cold. That's cold status type stuff earring, charismatic leader. manipulative, let's
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talk let's let's delve into that. What do you what do you think? No, I mean, like, Do
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you think she's ERATION? Yeah.
Unknown Speaker 18:03
Do you think if if they're good manipulator, that they're just naturally charismatic? Or is that something that you think would have to be a skill that you build upon? Not necessarily, that you just kind of have?
Unknown Speaker 18:15
I think it's a skill you definitely learn? Like, I think it definitely comes with studying people and studying human behavior, and what people react to, I think you can definitely learn how to manipulate people.
Unknown Speaker 18:27
Well, the one I was thinking about was she was just starting rumors, but what have you do you have an experience with a charismatic person?
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personality in the workplace?
Unknown Speaker 18:38
Not the top of my head. But I do think that when it comes to those kinds of people that are charismatic naturally, more often than not, they kind of are aware that they're that they are pretty like outgoing and you know, people like them and more often than not, I would hope you know, from my personal experience Yeah, they're usually good people.
Unknown Speaker 19:02
No, that's good at least because it's a lot it's easy to just be like get by on on the charisma especially if, if that's what you're like, best out of that's what you're used to. Especially with you know, the same like you're talking about being a chaotic good with with like, manipulating people is pretty much just it's people who read that that whatever that 4748 Laws of Power book and then they think it's like genuine advice and it's literally how to manipulate people want to one it's a really skeevy Yeah, so yeah, no,
Unknown Speaker 19:34
I've never met anyone charismatic. That's kind of manipulative at the same time, like I'm charismatic kind of, I would say, I'm kind of do you guys think you put yourself out there and there's I like talking to people Yeah, I like meeting people but I'm extroverted. I'm extrovert maybe I have met someone like that. They'll like start but they also do that do it by rumors. It's always by rumors. Well, that was worked to rumors are always the way that they that they can manipulate other people. Just he said,
Unknown Speaker 20:01
it's easy to do. Yeah.
Unknown Speaker 20:03
And it hurts people. Like, I think that someone's done that to me before. Yeah. And,
Unknown Speaker 20:07
I mean, yeah, it happens to all of us. I mean, I lived I lived in middle school, you know, what I'm talking about. I know that's the same that's, that's exactly my point. The same stuff that people start acting like in middle school in high school, they just, they grow up and they don't grow out of that. How many how many people like maybe in life, they hadn't peak in high school, but as a person, they peaked in high school they're not trying to be a better person. They're not learning and growing and I think that they are a better person but they don't know how probably not even aware that they like whether or not they're doing a lot of people don't have self awareness. Yeah, that's just crazy for me I'm so I'm so like, I'm not I won't say paranoid but I'm so like an anxious person. And like, so like self conscious, like, by default that like to think of this people walking around with like, no self awareness and like, no kind of sense in the back of their mind like to consider themselves in situations as much as they consider everyone else. I'm just like, that's crazy. It's insane. But not me. Not me.
Unknown Speaker 21:09
So I just wrote something down. Oh, yeah. You're talking about self awareness doesn't matter. Yeah, you need to have self awareness. If you're going to manage anybody. Yeah, you have to know what kind of a manager you are. Are you the lenient kind? Are you the micromanager kind? Are you the the like, kind of like,
Unknown Speaker 21:25
I think the best managers are a little bit of everything. They know when to tap into certain, like I said, it goes, it goes hand in hand with knowing who your employees are.
Unknown Speaker 21:38
Because you know, who needs what, who responds to what some
Unknown Speaker 21:41
people might, and it's not to put, you know, it's not to put micromanagement in a negative light. Because it can be good. Sometimes some people just kind of need someone to hold them accountable. Right?
Unknown Speaker 21:55
No, that's, that's,
Unknown Speaker 21:56
that's a good point. Because
Unknown Speaker 21:57
we didn't mean that I'm trying to hold people accountable with out taking into micromanaging. Like, I feel like if you're doing that to somebody at that point, like, I'm hoping that that would be like a last resort type of deal. But it's a default for a lot of people, especially in like, extremely corporate structures. I think I work in a call center. That's how they act.
Unknown Speaker 22:18
I think it's just to give somebody like, what I would think is micromanagement like that if somebody's good at that, it's like, hey, you know, I'm good with my job, but I'm just like, my mind is scrambled. So yeah, can you give me like an my day to day? Yeah, hourly basis, please. Right. Right. Like so I know, when is my lunch? Because I'm kinda like,
Unknown Speaker 22:35
you have someone structures completely, like totally cool. Like, that's what people need. I need that dude. Right, right. Yeah, no, right. But
Unknown Speaker 22:41
just to piggyback off of that, because I was talking about, you have to know what kind of manager you are, right? And you're saying, oh, yeah, the best manager is a mixture of everything, which it's true. The best manager is a mixture of everything. But you got to have the experience to get there. So no matter what job you start out, you're never going to have a little bit of everything. Because you got to learn one, you got to learn the job. Two, you got to learn the people. Three, you got to learn how you're gonna react in that job. Yeah, so it's like it's a mixture. And when you start, you're gonna find out stuff about yourself that you're like, oh, even though I was a great manager at this position that I was at for a few years, and I learned, I met a new job now starting something new. And I gotta know, now I got to relearn the ropes.
Unknown Speaker 23:23
Yeah, yeah, that's the most important part is figuring out who you are as a manager before you figure out how everybody else is. Yeah, cuz?
Unknown Speaker 23:30
Yeah, you gotta nobody's perfect.
Unknown Speaker 23:31
That's just that just, that's just personal development, regardless of where you're working. So yeah, you know, if you want to be a better manager at one workplace, it's not going to change if you decide to just kind of not take anything that you learn with you, and will move on to the next place. So it's really just kind of holding yourself accountable as a manager, as a person, you know,
Unknown Speaker 23:52
as a leader, and the only way to hold yourself accountable is to be aware, and have that self awareness of like how you can improve.
Unknown Speaker 23:58
Yeah, I think I think I think number one, most important skill are one of the number one important skills to have in management is to have like, just have humility. Just like you might be a manager, but like, you don't know everything, right? You know, a lot. You're supposed to know a lot but like, you don't know everything. Like I think I think any any, like typical workplace would improve. If those that are tasked with that kind of position, or that kind of power, that kind of authority, remembered just as often as they like to do their job. They also remember that they're not like, they're a human being. They're not infallible. They're gonna make mistakes. They don't know everything. They're responsible for a lot, but they don't know everything. And like, a manager should be just as teachable, if not more so than employee.
Unknown Speaker 24:51
Yes, I know. Not only do you have to teach your employees we got to listen to Yeah, yeah. Because if you're not listening to your employees, they're gonna lose motivation. They're gonna think oh, I don't Understand, and a lot of
Unknown Speaker 25:01
a lot of managers don't want to listen, they just really want to, they want to speak. They want to tell people what to do, and they don't want to listen, they, they're closed minded. They're closed ears, they're stress. stressed, they could just be, you can't be a jerk. No, they suck, man. I'll draw people's names, but it's not like I care.
Unknown Speaker 25:21
Okay, so next time, we'll talk about the who, what, when, where, and wise, I'm going to talk about that, because I feel like there's a lot more to delve into when it comes to the actual employees experiences and how they have to deal with their managers. Like you guys. Were talking to a lot about that actually, today. Yeah. are separate experiences that we've had and how and how that like correlates. I feel like you want to say something?
Unknown Speaker 25:44
Oh, no, no, I'm just I'm observing and I'm listening.
Unknown Speaker 25:47
There. Yay. A manager. skills. There you go. Be a good leader. Yeah, yeah. Yeah. Be a good leader. Be be a selfless leader. Honestly. Be a selfless leader. Like, I don't know. I'll take your job seriously.
Unknown Speaker 26:07
Yeah. So we touched about being a manager. How you stay a sustainable man. Like how you sustain your position as how your fair being by being fair with people. Yeah, you'd be a good leader by you ever. Let's go around in a circle and say, you'd be a good leader by
Unknown Speaker 26:23
holding yourself accountable.
Unknown Speaker 26:25
Not taking your job too seriously.
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Figuring out who you are first,
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and being authentic and listening to your employees. Thanks for watching rfl reaching out for love. If
Unknown Speaker 26:40
you want to check us out. Please go to bossman T at Instagram.
Unknown Speaker 26:43
I'll see you guys later.
Transcribed by https://otter.ai
