Martin Kucha

Discussion Comment

Let's not confuse micro-management with detail-oriented. Someone who has the ability to drill down and find solutions (most likely without being asked) would not fall victim to being micro-managed, but may to being taken advantage of. I believe one can't micro-manage numbers or other inanimate things - they are what they are. The people who interpret and analyze the numbers can be though.

Martin Kucha

Discussion Comment

The Fine Lines of Management

Hi Liane,

Micro-management is a by-product of a basic trust issue with either the process, people or both. Managers who are hesitant to delegate work for fear that the final product wouldn't be as they would have done it are perfect examples of this theory. Personally, I allow quite a bit of latitude on the way things are done and put the biggest concern on deadlines and outcomes. This gives me time to role-model behaviors that my team could apply to their work. It is commonplace to have my instructors mumble to themselves "How would Marty do this". I am not saying I exist in a perfect world… >>>

Martin Kucha

Discussion Comment

re: when do you let go

An open question...when you have tried all your tricks of the trade, have used all your tools in yours and your colleagues' toolbox, exhausted all your resources (both internal and external) and have spent endless hours - both awake and in disturbed sleep - to help a student maintain the path to his dream with little to no success...is it then time to let go?

Martin Kucha

Discussion Comment

re: Retention

After reading the first portion of this module, it has become clear to me that although our instructors possess many tools, the most rudimentary ones are missing - a more thorough knowledge of our business. As someone who has held every position in the education department, it has become a benefit to me to have had an exposure to the intricacies/operations of all campus departments. I think it is essential to now strategically pay it forward and develop both instructors AND mentors.