Evolution of Manager’s Future Role with Open Government Collaborative Culture

With the explosion of information, and flattening technologies and organization, starting with e-mail, I think that a future agency’s Manager needs to focus more on the platform that enables collaboration, because and find themselves employees already have all the data. They have access to everything is needed.

In addition the managers should focus on their staff to trust, encourage, promote, nourish, reward for those who are practicing, coaching, training, explaining, and leading by example would be appropriate and beneficial activities on increasing transparency, collaboration, participation, tools development, available training and resources, and paving the accomplishing Open Government directive and goals.  They should learn to trust their staff to do the right thing and accomplish their assignments. 

So, what will the Manager do with the changing to a social culture?  The manager will have to work on the structure of collaboration. How do people get recognized? How do you establish a meritocracy in a highly dispersed environment and inspire your employee?

The answer is to allow and trust employees to develop a name for themselves that is irrespective of their organizational ranking or where they sit in the org chart. And it actually is not a question about monetary incentives. They do it because recognition from their peers is, I think, an extremely strong motivating factor, and something that is broadly unused in modern management.

The role of the new collaborative and open and information rich manager/boss is to then work on those collaboration platforms, as opposed to being the one making the decisions. It’s more like the producer of the show, rather than being the lead. By creating an atmosphere of collaboration, the people who are consistently right get a huge following, and their work product is talked about by people they’ve never met.

Example:  If we continue with today’s management style, staff may find the job is just wasn’t as much fun anymore. They felt that they could do more. The result will chase away somebody extremely valuable. If you start micromanaging people, then the very best ones leave.

Otherwise, if the very best people leave, then the people you’ve got left actually require more micromanagement. Eventually, they get chased away, and then you’ve got to invest in a whole apparatus of micromanagement. Pretty soon, you’re running a police state. So micromanagement doesn’t scale because it spirals down, and you end up with below-average employees in terms of motivation and ability.

Instead, the trick is to get truly world-class people working directly for you so you don’t have to spend a lot of time managing them. Having display this HR Policies, Organizational structure reforming, and Work place transformation may need change to change to adapt to the above relationship.

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