Failures of Managers on employees’ productivity
By Emmanuel Loro William
Managers are human, therefore they make mistakes. This isn’t always easy for a manager to admit, which is in itself a mistake. No-one thrives in management without learning to identify and correct their own mistakes. Below are twelve of the most common mistakes managers make, with suggestions on how to avoid or correct them.
Not connecting with the team is a crisis at work; it is paramount in management to have a dedicated, strong, knowledgeable individual who puts up their effort together for the success of the company or institution.
To keep your team motivated, you need to understand them as individuals. What motivates them? What do they value? What are their personal interests? In short, what makes them tick? Without this understanding managers struggle to deal with motivation and morale issues blindly.
Getting too friendly, most managers want to be seen as friendly and approachable but some managers get advantages over employees by fostering their social interest that result to sexual harassment at work which should not be allowed at all costs. The manager who’s too chummy with his team can undercut his/her own authority. Friendliness needs to be balanced with professionalism when push comes to thrust managers must not allow friendship to undermine their authority because it favors other employees by giving them more attention in terms of training, executing their duties these will demotivate other employees.
If managers and team members are friends out of office, that’s fine. Both parties need to understand how their relationship outside the office differs from their work relationship and respect that difference.
Not listening to team members is surprisingly one of the most common mistakes managers make. Focused, attentive listening to team members is crucial successful managers give employee’s rooms to air out their frustration and grievances because communication is a two ways system. Old/ traditional management where boss is always right should be thrown into dustbin example if the boss is collapsing the company with wrong management he or she should be looked at because is the boss, we are in liberal society where freedom of expression is a divine right we should called spade a spade not big spoon.
Reacting instead of planning over reacting according to me I brand it as escaped of responsibilities in order to intimidate your subordinates to portray the situation as if you are at the right side of argument. Such kinds of managers feel self-guilty when seeing employee’s converse among themselves, because he/she feels the discussion is surrounding on his/her action of overreacting. Reactive managers swoop down to resolve team crises, often working long hours to solve problems immediately because the time supposed to be used for planning is diverted in reacting to issues which of less concern to a perfect manager.
The problem here is double. One, by resolving every crisis, managers prevent team members from developing the skills needed to fix problems themselves. Second, the manager who brings personal attention to every negative issue risks burning out early into his or her career.
Going power crazy that may sound a little extreme but that will lead to under performance of employee’s whenever the manager is out of office employees take advantages by busy doing nothing immediately he/she arrived they get back to work. These types of manager’s ends up feeling the burden and tress of work situation why because he/she feels no one can do it to perfection.
Redefinition of goals you may have a clear understanding of your department’s goals, but do your team members? When employees don’t understand what they’re working towards it’s easy for them to become stress, confused, and demoralized.
Provide your team with both department and personal goals. Examine how each team member contributes to your goals and set individual priorities for them. Managers need to remind team members why what they do is important assuming that each member knows is a failure in itself, Bible/Quran is repeated in every worshiping place no one stood up and said I know the it from the start to the ends .
Emotional managing as team leader, a manager needs to remain calm even when everything seems to be falling around about them. Teams look to managers for support and guidance, and managerial emotional responses determine the team’s emotional state and it may affect your company/institution performance.
Consider the environment and attitude you want to cultivate in your team. Developing your emotional intelligence helps you manage your emotions so you can remain calm and positive in a crisis.
Failure to provide feedback of, is the mistakes managers make, this is one of the most serious. Providing constructive criticism to employees can be difficult, but is absolutely vital if your team is to develop and progress.
Offer solutions to help improve employee performance, and communicate clearly to ensure employees understand how they can improve.
Feedback is not a one-way street. A good manager listens to criticism from his or her team, evaluates it, and makes changes if the feedback is valid.
Avoiding recognition of employees is a mistake that adds negative value to their accomplishments instead is only criticized for their shortcomings; they don’t feel valued and working in a state of fear of making a mistake.
There should be consistent, open communication, where employees receive constructive feedback. Managers should provide guidance in professional and ethical approaches to subordinates on improving weaknesses while also celebrating those employees’ strengths and accomplishments. Approaches matters it determined 99% of success to your daily communication.
Running bad meetings where staff grievances and concerns are not put into action for solving it shows the incompetency of managers in solving issues at hand that will leads to employee’s individual decisions after lengthy waiting for feedback. Meetings that is not organized with clear agenda is just a meeting ritual to confuse the whole situation, is not a meeting where the outcome is used to change polies.
Instilling fear bad managers threaten an employee’s job security. As a manager creates an environment where employees feels where he/she is contented with irrespective of the salary scale and position level. When employees sense an imminent layoff, gossip spreads through the office. Scared workers will even use company time to look for a new job. Even if they don’t, their morale will be reduced, and they’ll stop trusting and respecting the management team.
Managers who instill fear tend to assign blame, withhold information and answer questions in vague, noncommittal ways. They refrain from showing compassion and creating a persona that appears unapproachable. They also thrive on being unpredictable; and that has an effect, because when employees are uncertain, they are fearful.
Ways forwards to over comes managerial problems
Good management skills include the ability to communicate effectively. This ability isn’t just about delegating. It also encompasses efforts to actively let employees know they are valued.
Keep policies consistent, treat everyone fairly and be “present.” Jump into the trenches with your employees, regardless of their level. When managers are present, they show that they view employees as equals. Ruling from an equatorial tower feels isolating and discriminatory.
Create an environment centered on trust and honesty.
Employees should not carry around substantial stress caused by wondering if each day is their last.
Exercise transparency by openly sharing pertinent company information. Instead of blaming others, take responsibility while turning failures into opportunities for growth.
The worst thing managers can do is create a negative environment.
Staying organized is one of the top management skills needed to run a successful company. Good management means identifying which employees must attend and which ones can stay with their current tasks
If all employees are briefed with a schedule, they’ll be better prepared and have a process to follow. When topics go off on a tangent, use the agenda to bring everyone back to the goal and purpose of the meeting.
End the meeting by asking for feedback. Give employees a voice so they can offer advice on how to improve the efficiency of meetings.
The author is the Chief Graphics Designer for Juba Monitor Newspaper. Public Relation Professional, a Journalist and Graphic Trainer.
Founder and the Chairperson of Public Relations Association
of South Sudan (PRASS).
Supervisor for Juba Monitor Graphics.