teams, departments and divisions. It also means that they need
to make decisions that not only benefit themselves, their bottom
line and their team members, but benefit everyone in the organi-zation.
Similar to the tensions mentioned above, focusing on their
part while at the same time focusing on the whole is often easier
said than done.
When managers over-focus on their part of the organization to
the neglect of the whole organization, they start to create divisions
within the company. Regardless of how well their part of the orga-nization
is doing, they are not aligned with what’s going on in the
rest of the company. When this happens, teams become divided
from other teams and the company develops what is often referred
to as a “silo mentality,” where the benefits of collaboration, commu-nication
and innovation are stifled.
When managers over-focus on the whole organization to
the detriment of their part, their team often feels neglected and
Managers need to be cautious
that while in control, they are not
micromanaging their team
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