Ying or Yang
Yin and Yang are ancient Chinese concepts that represent opposite yet complementary forces; here, I use them to describe contrasting management styles. Originating from Taoist philosophy, Yin (often associated with darkness, passivity, and introspection) and Yang (linked to light, activity, and outward expression) illustrate how two seemingly opposite energies can coexist and balance each other. In the realm of leadership, these principles serve as a powerful analogy for the push and pull between control and empowerment
There are many iterations of what the definition of an effective manager is. This overview is mine; it doesn’t mean that any others are wrong, but some definitely are. I’ll share a quick look into the Yin and the Yang of the role. My paradigm will likely conflict with some manager’s vision of their position. I see this as a good thing. Once we stop looking at alternative ways of managing ourselves and our businesses, we become complacent and dull. No one wants to be around complacent and dull, especially Drivers.
It is first pertinent to overlay the companies’ goals. Is this a company whose strategic plan is to grow exponentially or one that is planning moderate gains in size but is looking to maximize shareholder value? The reason to identify the strategy is that these are likely two different personality types, one possibly being more aggressive than the other. The individual must fit the company strategy.
Here we go. The Yin, this manager feels the need to touch every nuance of their department’s activity. They will need to be Cc’d or worse Bcc’d on every email, even remotely related to their area of responsibility, and will become uncomfortable if they are not. This manager has a tight hold on every aspect of their department and trusts no one below them on the organizational chart to make an independent decision without approving it beforehand. This manager is usually busy at any time putting out fires or producing endless streams of spreadsheets. Their personality motivates them to control everything around them that they possibly can. It is in their DNA, control, and dictate.
They will be very directive; they see themselves as the ultimate problem solver; this is how they derive their self-worth. They spend much of their time finding culprits when things get off track. They do not effectively coach their direct reports, and they ask for no feedback on their performance. They chastise in public and seldom offer praise except those who have figured out their style and yield to it. Let’s call those people suck-ups, or to be kinder, they are survivors. They may share a role description with a direct report, but it is usually very vague. It is not usually talked about again to any degree after the hiring process. Information is held close by this manager; they and they alone are the keeper of the bigger picture.
The Yang, this person manages by committee, wants a cross-section of opinions before they pull the trigger on a new policy or procedure; they want their people’s input. They know that asking another person’s opinion empowers that individual; they feel part of the process. This manager delegates responsibility to their staff and thinks that their people should enjoy autonomy in their roles. They see their role as a coach, always looking for ways to assist their direct reports more efficiently and successfully. They exercise daily walkabout coaching trips; they encourage better performance through collaborative conversation, always talking to everyone respectfully.
This manager would never chastise an individual in public and would rarely do it at any time. They practice praise in public coach in private principles. When this manager sees a reoccurring issue, they rally the troops and limit any additional distractions. That might include a collaborative SOP (Standard Operating Procedure) or some other action designed by the department and owned by everyone involved in the process. This person knows they do not need to be involved in every decision or cc’d on every piece of correspondence related to their departments. This manager knows that sharing the big picture at any given time is essential to the individual and impacts the quality of their decision-making. Yang encourages the individual’s decision-making. They hire to a solid role description and coach their direct reports to review the document periodically. They also use it during quarterly performance reviews; the role description lives, and performance is measured to it.
I understand these two paradigms of a manager because I have been both at one time in my past. I was Ying, feeling my self-worth as a businessperson was based on the strength of my control of everything around me. On a typical Friday late afternoon, which as many in the industry know is the witching hour, if it is going to go wrong, chances are this is when it will happen. I reveled in being the go-to guy for everyone, my employees would line up at my door, and I would meter out direction like a traffic cop at a busted intersection. It was exhilarating and exhausting, and it was wrong.
I learned from a couple of competent business coach’s the error of my ways. It would have been impossible even to write that last sentence in my past. Consultants were looked down on by me. How dare you suggest to me how to run my business? No way. The shift in thinking came from my need to read business books, case studies, and business psychology. What could I learn from others who had been successful? My reading enabled dealing with consultants to give me an expanded paradigm on their value.
Coincidentally, these revelations that I accepted matched simultaneously with our company’s drastic reduction in our turnover, which was a two-year journey. Putting a driver turnover plan together with the people and asking them to fill in the blanks was instrumental to our success. It was exhilarating to watch while the team came together and reduced turnover from 120% to 20% in just two years—what a ride. We also more than doubled our operating ratio and won TCA’s national fleet safety award three times.
Engaged employees are more productive, they feel empowered because they are, they have a level of autonomy to do their jobs. If you were a driver, do you think the Ying, or the Yang would reveal itself during their interactions with everyone in the business. There is no doubt about it in my mind. Which company would you like to drive for?
Safe Trucking
Rjh
