I’m going to be honest here. I received help with this post because I get carried away when talking about the crappy management regimes that I’ve worked for. So thanks in advanced to a great writer. I’m sure you’re reading.
You’ve worked for ’em. I’ve worked for ’em. They are appointed every day, somewhere in the world. They are horrible bosses. They may not intend to be horrible when they are working hard to be promoted to that position, but there may be habits that they bring with them that reek havoc in workplaces across the planet.
There’s things that we do as employees that, if not acceptable, are more forgivable than if we did those same things as management. Yet when we are promoted, those old habits are likely to die hard, because as creatures of habit, we dislike change.
When you add to the mix that we are fast tracked to the top of the totem pole when we purchase or start our own businesses, many of us may not be fully aware of what affects our bad behaviors can reap. We take our own untested styles of management to our job sites and end up doing harm to an otherwise perfect union between our companies and our employees.
Let’s put a stop to these bad behaviors now. If you notice these problem behaviors, cease and desist:
Ignoring Your Employees
You’re the general. Your employees are on the front lines. They are likely to see things that can impeded on your pursuit of profit. Listen to them.
As employees, the only person we listen to is the management. No one else could tell us differently. Now that we are (or are about to be) management, no one can tell you anything. At all.
That couldn’t possibly be more false. As an employee, you were a horse with blinders on. Your information came from one place. Now as a manager, the blinders are off. The information comes from multiple places. One of the places are your customers/clients. And the most important place is your employees, your eyes and ears of the company.
I’m not saying to let them run the show. Just listen to your employees and take their information to the lab. Their information could be the reason for increased sales.
Yes, you run the show. But you also hired the best and brightest to play their part as well. You did your job. Unless your job also involves training, there’s no need to peer over everyone’s shoulder.
As long as your training or orientation program covers all the necessities for completing their job the way you want them to, expect them to do it the way you want them to. Even if they veer off the course a little, they are likely to complete their tasks with the outcome that you expect.
Talking Down On Others
This is an offense likely to suck all the moral out of a workforce. No one wants to be treated like less than a human being. Yet some entrepreneurs who reach success allows arrogance to overtake them. If you are treating the people who work for you like their thoughts and feelings don’t matter, they will likely perform like their job doesn’t matter. Avoid this treatment like the plague.
You may be the employer who cultivates a family vibe within your company. You even confide in some of your closer employees. Avoid saying unprofessional and refrain from say things things about someone who isn’t in the room listening, unless it’s positive.
Rumors damage credibility, and affect moral.
Things don’t always go as planned. Sometime you don’t meet your mark. Don’t panic. Panicking usually causes people to act irrationally, making situations worse. This response to tough times will likely cause your employees to question your ability to lead. This would likely further take the wind out of their sails.
Not Commending good work
It doesn’t take but a minute to congratulate someone on completing a goal. Unfortunately, it’s a difficult habit to get into after being an employee and “competing” with fellow co-workers.
You learned to draw attention to your own accomplishments in the hopes of drowning out the gains of other employees for raises and promotions, but now things are different when you run things.
Don’t be aloof. Take notice to the progress your employees are making. I’ve seen the complements I’ve given on a job well done get better reactions than a paycheck. Hell, I’ve been the recipient of positive affirmations from management and supervisors. The feelings of instant gratification creates this desire to do more and work harder.
Imagine if everyone in your company felt the same way.
Folks screw up. It’s a known fact. And when someone on your team screws up, they are aware of it, usually. To avoid another mistake like that, you may have to be the one to address an employee and help them avoid such mistakes.
There is, however, a wrong way of doing it. Being asked if YOU know what mistakes you’ve made, then being allowed to own up to those mistakes is much better than being told as if you aren’t aware of how to do your job. Reinforcing the idea that your employee is capable of doing a better job after said mistake is much better than driving home that they screwed up.
This is a sure moral killer.
There is a limit to your camaraderie. There’s should be a limit to your camaraderie. You are still daddy or mommy to your company. Mothers and fathers don’t typically have the same relationship with the children they’re raising that they do with their long time friends.
You still have to command authority. And being too chummy can blur the line of authority. This mistake can cause employees to be careless.
You can still have a familial aura without loosing that grip on authority. Keep personal things traded between you and your employees to a minimum. Understand that there is a degree of personal info that shouldn’t be accessed. Being aware of your employees’ dogs and their names, or you employees’ favorite sports team is one thing. Speaking on family problems is another.
Find a line that you and your employees should not cross, and stand by it.