. . . if you're out looking for problems. It only "works" if you're out looking for ways to "help people do their jobs better", say HBS professor Anita L. Tucker and Harvard School of Public Health professor Sara J. Singer in their working paper "Going Through the Motions: An Empirical Test of Management Involvement in Process Improvement".
Their studies show that employees become more discouraged when managers dredge up multiple problems -- even if they fix them all -- than when managers fix the one or two things the employees' believe are most critical.
In what ways is your visibility hindering rather than hurting your employees' performance?
What will you do today to help your direct reports do their jobs better?
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