You manage a supervisor, Ray, who dislikes making hard decisions. When faced with a tough personnel situation, he tends to dither and talk through his options endlessly with you.
For many months, you’ve been willing to hear him out—and advise him on what to do. You justify all the long conversations as a form oftraining.
But you’re starting to conclude that Ray is incapable of making the hard calls that are part of any supervisor’s job. You’ve recently told him, “There are no easy answers when managing employees. But hesitating so much sabotages your effectiveness. You’ve got to reach a firm decision—and act.”
He still doesn’t seem to get it. The other day, he kept hinting that he wanted you to decide for him how to handle a sensitive disciplinary matter with an employee who violated company policy.
But you can no longer let him get away with avoiding making decisions. You’re concerned that he has become depend...(register to read more)