Relying on others to achieve your goals is never easy. Of course no one can do the work as well as you could do it yourself. Everyone knows that. But as much as you fantasize about a job in which you depend only on yourself, advice invariably your success depends on others’ performance. If your goals involve career advancement, most likely you will have to manage other people.
So why is it so difficult? Why is it said that people quit bosses, not companies? Following are seven mistakes of bad managers and suggestions for improvement.
1. Competing with Team Members: You’ve always strived to be the best and put in the extra effort to be recognized. Now that you are in charge, you need to make sure everyone knows who is boss. You can’t be outdone by your team members. But now your previous competitors are your resources. Continued success will come from your team lifting you up rather than you pulling them forward.
Suggestion: Identify and cultivate the talents of team members, especially in areas where you are weak. You don’t have to be the source and master of everything. Team member success is evidence of your excellent managerial skills. Help them shine. It only makes you appear brighter.
2. Treating Others Like Yourself: Let’s be honest. It hasn’t been easy. You’ve had to push yourself to get where you are. Commitment. Determination. Sacrifice. All things you are painfully familiar with. But not everyone has the same priorities, goals, and methods you have. What has worked for you won’t work for everyone.
Suggestion: Take time to understand the needs and values of your team members. Customize your management according to your team members and provide each one the support required to remove obstacles and achieve their objectives. After all their objectives are your objectives too.
3. Going Behind Team Members’ Backs: Why should you trust your team members? Faith and trust do not come automatically; they must be earned. It is your team members’ responsibility to prove their worth. If they are doing things correctly, then checking up on their progress with others or eavesdropping on phone calls or conversations to evaluate performance will validate their skills and develop trust. Except, it doesn’t. Stealth evaluation techniques erode trust and undermine confidence, hindering the the development and execution.
Suggestion: Establish the objectives, scope, resources available, timing, and deliverables of the assignment up front. Letting them know what, when, who, why, and how communicates the expectations and demonstrates your trust in them to get things done. A proper structure creates space for them to grow and work within and establishes a natural feedback loop. Leave the clandestine and covert ops for those with the proper security clearance.
4. Micromanaging Assignments: You’ve recognized that you can’t do everything yourself. You just haven’t accepted it yet. Letting go is only the first step. You also have to give the person space to get things done. Attending meetings just to monitor progress or following up excessively and over-coaching not only waste everyone’s valuable time but also can create tension and stress.
Suggestion: Ask the team member which meetings he or she wants you to attend and on which items your support is needed. Have the person develop risk and issues lists as part of the project deliverables and review them in your progress meetings. Let things go wrong just long enough to create the environment for a healthy teaching moment. Positioning yourself as a resource and equipping your team members with the proper tools makes success more of a choice than a puzzle to solve.
5. Starting Everything From Scratch: You finally made it. Now you want to put your stamp on things. Regardless how unique your ideas and approach are, they probably share more in common with previous efforts than you realize. Starting over and inventing everything takes a tremendous amount of time and discounts the good work that has been done prior to your arrival. Creating incremental work and devaluing contributions of team members can demotivate and alienate team members.
Suggestion: Everything has a history and a context. Take the time to learn what has worked and why. Listen to your team members and understand what they think needs to be done to elevate performance and how you can help them achieve. The most unique contribution you can make to the organization is unprecedented success.
6. Caressing Up; Whipping Down: You’ve only just begun to climb up the ranks. Your new promotion is only one of many to come. You recognize the people above you are people you can learn from. They deserve your respect and attention. Others? Been there, done that. It’s time they paid their dues and serve like you did to get where you are. That’s just the way it’s always been. But that doesn’t make it right and create the optimal environment for success.
Suggestion: Break the cycle. Resist the temptation to be the traditional and outdated patriarchal manager. Your team members need your support to be successful and whether you want to admit or not, you need them. Be their advocate to senior management. Don’t be afraid to challenge decisions made by those above you. After all, they’re counting on you just like you are counting on your team members.
7. Withholding Recognition: The workplace has gotten too soft. You shouldn’t have to motivate people to succeed. It should come from within. No one was holding your hand and leading you to where you are now. If someone is not working for their love of the job, the paycheck should be motivation enough. Unfortunately your team members are not machines. They are sensitive, caring beings who have good days and bad days and need to be managed for the good they do and the areas where improvement is required.
Suggestion: Review the time-tested One Minute Manager and get a refresher on how to be tough on performance but kind to the person. Learn what motivates (and demotivates) your team members and adjust your approach to maximize their development. Most importantly, be genuine. Insincere feedback is worse than none at all.
Remember, what got you here won’t necessarily get you there. Be flexible and open to new ways of working. Cultivate and develop the talent in your organization for long term personal and organizational success. Even though some of your best lessons in management came when you were mismanaged, don’t be that boss.