Yet somehow, he managed to email later proposing a new task management system for the office. This system had no less than ten steps, including agreeing the task, confirming agreement of the task, developing a proposal for the undertaking of the task and confirmation of that proposal. Each time he makes a move to extract himself from the day to day management of the various staff and interns we have in this office, he counteracts that later that day. How am I supposed to help him move away from micromanagement in this case?
It is (part of) my job to act as the management for the office, act as a conduit between him and the others. What made it worse, therefore, is that he began this part of the email by asking if I was having difficulty keeping track of the tasks going on in the office. Well, yes, I am.
- I have a whiteboard with 67 post-it notes sitting next to me. Most post-its have one task on, though some have up to ten or twelve.
- I have 87 emails in my inbox which are awaiting some form of action from me, and a further 101 emails marked for followup. Some of these correspond to the post-its on my whiteboard. Many, indeed most, do not.
Yes, I am having a little difficulty keeping track of everything going on in the office at the moment. I have no doubt, however, that this is because we keep hiring more people, yet never seem to have the funds to engage someone to help me, to take away the less interesting parts of my work such as the administration.
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