10 MORE DUMB THINGS MANAGERS DOTo assume that you know whats going on
1. In your efforts to stay on top of things in yourdepartment, push the burden to employees.Requiring written reports and updates that gather dust onshelves, asking for written proposals before giving the goahead on projects, and holding endless meetings so youremain in the loop on everything, is just plain badmanagement.Decide what you need to know and when, establish a criticalfeedback path for each job and project, and hold yourweekly meeting with your reporting staff members. Makesure the employees understand the goals and that they haveenough
information to make informed decisions. Then, get out oftheir way.2. Acting like a lazy slacker.The employee who assumes a management role andthen, does little, while delegating her own work to otheremployees, is universally despised. Employees who areresponsible for picking up the slack are resentful andunhappy. Nothing makes a work environment see withnegativity more quickly than a slacker boss.
Stories about bosses who surf the web and chat onFacebook all day are prevalent in this Internet age. Whenworking on the computer may make the world think you areactually working, don’t think that you can get away withslacking. Your employees know and may even be clockingyour time online.3. Listen and respond to complainers first.If employees who complain get most of your attention, youwill turn all of your reporting staff members into complainersand whiners. This will occur especially if other employeesperceive that the problems of complainers are solved first orthat the complainers
receive more resources and attention from you. Who needsthat? Good managers are responsive to all of their reportingemployees and prioritize problems and opportunities basedon their impact on department goals and work.4. Share too much personal information with employeeswho report to you.Your employees may listen politely – after all, who wants tobe on the bad side of the boss? But, they really don’t care,and they really don’t want to know. Furthermore, excessivedetails about your personal and family life can chip away attheir respect for you and your competence as a manager.
One manager I knew used to talk incessantly about hispersonal life while holding his whole staff captive at theirweekly staff meeting. Not only did it influence their opinionof him, it also negatively affected their team and the abilityof the team to get their work done. Plus, most of them spentall of their spare time job searching.
5. Mind read.Never make assumptions about what an employee is doing, thinking,planning and / or the meaning of any of these actions without asking theemployee. Don’t assume that you know, or can conclude from what you see,that you understood what the employee meant. This is especially importantin situations that might lead to disciplinary action.In a law firm where a friend works, a lawyer was using Facebook at work (foractual job-related reasons; she was tracking the Facebook profile of aplaintiff in a lawsuit, to see if she could catch him doing something that heclaims he cant do because of injuries on the job).She left the office without logging out of Facebook. One of the partners ather firm noticed this and, instead of simply logging her out and telling herafterwards, posted an obnoxious status message in her name. "Maybe thiswill teach her a lesson about not using Facebook at work.” Dumb boss.
6. Gossip or exchange information about your staffmembers with other employees in the department, or forthat matter, with anyone.Your relationship with the employees who report to you mustremain confidential. What they discuss with you must remainwith you. It is beyond disconcerting to hear your bosscasually drop information about a coworker. It can have animpact on the relationship the employee has with thecoworker. But, it always affects your relationship with yourreporting staff member. He or she will think of you as agossip and will never trust you again. This is disastrouswhen trust forms the foundation for every importantrelationship at work.
7. Fail to think beyond your own little world and thus,neglect to communicate important information toemployees.You are the source of much of the information that youremployees receive officially at work. Employees adapt muchbetter to change when they know that the changes arecoming. Further, they need to know how the changes arelikely to affect them and their daily job and work. Employeesadapt much better to change when they see it coming, areprepared, and have time to process the possibilities – beforethey hit.
Some managers fail to communicate because they hoardinformation as power. Others fail because information getslost in their day-to-day busyness. Other managers fail tounderstand or assess the impact of the information on theemployees in their department. Whatever the reason forwithholding information, its counterproductive. Employeesneed all of the information that you can offer to effectivelyperform their jobs. Maybe its time you apply how tominimize resistance to change to your job description.
8. Whether you are the company owner or a manager,asking employees to do your personal work, or promoteyour personal ventures on company time, is a no-no.Employees resent doing your personal work and it does notmove your department closer to accomplishing goals. Onthe topic of personal work, I have heard of employees whowere required to create and publish calendars andnewsletters for everything from Masonic Lodges to churchesto neighborhood associations.
Others are asked to contribute to the manager’s affairs inother ways: babysitting in the evening, dropping clothes atthe cleaners, volunteering at charity events. Any requestfrom an employee, that is made by a manager who hassome power over the employee’s success at work, is out ofline and should be outlawed. Employees are not yourpersonal servant nor your errand persons. Outside work isjust that, and it belongs - outside of work and workrelationships.
9. Misuse the company’s appraisal system and fail toprovide regular performance feedback to employees.Every employee needs feedback regularly. Effectivefeedback occurs as close to the incident or occurrence as ishumanly possible. Feedback is one important way thatemployees learn and grow in their jobs and careers. Waitinguntil an annual performance appraisal to provide feedback iscruel and does not serve the interests of your department ororganization.
Holding back information that would have helped anemployee grow until an annual review is just plain wrong.Additionally, misuse of an annual appraisal destroysemployee trust and creates an environment in whichemployees are afraid to make mistakes. Telling an employeeat the annual review that you are rating them 3 or 4 insteadof 5 because everyone has room to grow is nonsense.Equivalently, telling a good employee that she is rated a 3so that she has something to aspire to, destroys, notincreases, motivation.
10. Exhibiting a lack of decisiveness or trying to pleaseeveryone.The best managers are leaders and provide their employeeswith the sense that they can be counted on to makedecisions. The employees may not always like or agree withthe decision, but they believe that the manager carefullyconsidered the facts and reached a thoughtful decision. It ismuch easier to follow a manager who will make a decisionand execute the required actions.
A manager who vacillates, changes his or her mind, movesthe group in new directions based on new feedback at thedrop of a hat, and never seems sure of the appropriatedirection, will make employees crazy. These managersalienate employees who are asked constantly to start,restart, and change direction. Employees do not respectmanagers who change direction based on the boss’schanging feedback. You can try to please your boss – mostemployees do – but not at the risk of appearing indecisiveand currying favor at the expense of reporting staff.
ALL THE BEST Zion Jesse Human Resource Manager Data sourced from internet