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Afternoon all

I've just moved into a new role as a General Manager at a construction firm and have spent the first few days getting to know the project team members and their thoughts (good and bad) on the business. 
Almost every single person I've spoken to has said that the Managing Director (sole company owner, and the only person that sits above my position in the hierachy) is a micro-manager, is too involved in the day to day running of the projects and will not relinquish enough control to the project teams to get their work done effectively and efficiently.

I believe we are on the verge of losing several key project team members, and from what I understand the company has had high turnover of staff during the last few years.

How should this be approached with the MD ? His chaotic approach and over-involment at the operational level is clearly causing problems however his appointment of myself is to relieve him from the duties of running the business so he can focus even more of his attention on the project work.

Any comments or advice would be greatly appreciated.

 

 

danstudnicky's picture

Stick around for a little bit and see if you can observe for yourself if what you're being told is true. It's possible you're not being told the entire story. It's only been a short time since you started

 

If so - I don't know how you get the owner out of these operations. If that's what he wants to do, that's what's going to happen unless he finds something more interesting to do. You'll either have to deal with it, expend your energy getting him to chase something else, or make the decision to move on if it's really affecting things so badly.