Lisa Broesch demonstrates some of the worst management-style mistakes (and what NOT to do) to executives attending a Leadership Summit

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THE TOP 10 WORST MANAGEMENT MISTAKES:




#1:  NEGLECT TO GIVE UP-TO-DATE INFORMATION

When surveyed, employees of all “ranks” listed “lack of information” as perhaps THE top frustration in the workplace. Having the feeling that you “don’t know what’s happening with the company”  (or your position) can lead to uncertainty, fear, rumor, and dramatically reduced productivity. Understanding that there will be  critical moments when confidentiality is a must, give all the information that you can share – and give the rest as soon as you possibly can.  You’ll dramatically reduce frustration, “water cooler” talk, and lost production time.

#2:  ALLOW YOURSELF (or someone else) TO BE GIVEN CREDIT FOR A STAFF MEMBER’S WORK

Yes, it can be very tempting to want to secure recognition for a job well done (particularly when “job security” is on the thought forefront). However, a true leader knows that acknowledging a member of their team (or even another team) not only helps the individual member feel valued, it also brings positive attention to the team/department leader.  Ultimately, the consistent success of your teams and direct reports will build your reputation as a solid and bankable leader.

#3: DISRESPECT YOUR TEAM, YOUR PEERS, YOUR BOSS, AND (ESPECIALLY) OTHER DEPARTMENTS / TEAMS IN THE COMPANY

Yes, “healthy” competition can be productive.  However, the key here is to focus on the word “healthy.”  Very often, formal or informal “teams” crop up and position one group (or individual) against another. Example: sales team against operations team, managers against hourly employees, administration staff against front-line staff, upper-management against middle-management,  or any given department against another department.  When this opposition is formed, “teams” start to function as “silos” and can lead to a multitude of dysfunctional scenarios including: miscommunication, lost sales opportunity, lost production, lost revenue, increased “down-time,” duplicate processes, inefficient procedures, safety issues, frustration, stress, and employee and customer turn-over (just to name a few).

The “cure” for unhealthy competition?  Start with respect, and lots of it.  Genuinely view the people around you (yes, all of them) as your “partner” in the success of the company.  It’s likely true that you “might not know what the heck they even do,” that’s why it would really benefit you to take the time to educate yourself on the roles of each department, team, or individual.  It will also benefit you to (politely and professionally) help them understand your role in the company.  Once you understand roles, it’s easier to see how you can partner together to make things run more smoothly and effectively.  Plus, it can really make your job a lot less stressful and maybe even a lot more rewarding and fun!

#4  CREATE “MYSTERY”

Whatever you do, be sure your staff and peers DO NOT VIEW you as a “mystery.”  Often times managers mistake keeping their employees (and the entire company) in the dark – for creating “job security.” Make no mistake, when you are not clear on your policies, point of view, management style, expectations, vision, mission, (you name it!), you only leave your staff and peers hesitant,  indecisive, and in paralysis in your absence.  This is NOT JOB SECURITY, merely a poor management style choice.

The cure for creating mystery? Include your team in strategic planning and make them privy to your company and leadership “vision” and general point of view. Keep your team (and your upper management) consistently  in the know and you will build a reputation for running things smoothly in any circumstance.  You’ll also build more confidence in your team which ultimately leads to greater motivation, team pride, employee morale, and increased productivity.

#5  BELIEVE THAT YOU ARE INDISPENSABLE

I’ve spent nearly 25 years in management, working with individuals in corporations and in privately held companies, and I never cease to find myself amazed when I notice the manager who believes s/he is “irreplaceable.”  The profile typically looks like this: manager has been in their position more than 10 years, believes they have “seen it all,” does not believe there is a need to learn any more “management fluff” because they already know it all, believes the company can’t run without them, typically refers to everyone else as “them” (rather than”we” or “us”), their typical mantra is “nobody knows what they’re doing around here!”

The cure for this common mistake?  Continue to learn, grow, provide value to the company, work with your peers and staff to create a “shared knowledge,” and never, EVER, believe that you are indispensable simply because you have been fortunate enough to occupy space in the company for a number of years. As the song goes, “Don’t you ever for a second get to thinkin’ -you’re irreplaceable.”

#6  ”LOSE IT”

There is never, EVER, a time in management when you are justified to yell, throw things, have a tantrum, point your finger in anyone’s face, or use any kind of profanity or defamatory language at or towards anyone in the company.  This includes your staff, peers, customers, boss, or anyone who works in another “department” in the company. Why? This behavior leads to defensive and protective mentality, low employee morale, greatly reduced (if not HALTED) productivity (who wants to work when they’ve just been threatened/insulted/embarrassed?) and lots of expensive employee turn-over.

The cure for frustration? It’s important that you clearly and calmly make the individual (or department) aware of your frustration – in a non threatening way. Remind them of what your expectations* were, let them know that they were not met, and hold them accountable for the outcome.  If applicable, set new expectations and a firm deadline.

*The key to this cure it to be very sure you were clear in your expectations and deadlines from the start.  See #7, below.

#7 FORGET TO INSTRUCT

Have you ever thought to yourself,  ”Why can’t they just do what I need them to do?”  I have. And I’m often embarrassed to realize that it might just be because I haven’t really given clear direction and expectations.  Whenever you have a task/project/assignment that needs to be carried out by someone else, and you are ultimately responsible for the outcome, it is up to you to be sure you are clear in your communication with each individual you expect to perform the request.

Tip: If you find yourself asking if you “really need to explain it,” then you should probably just go ahead and do it – in a non-patronizing way of course.

#8  IGNORE YOUR FRONT-LINE OR “BACK OF HOUSE” EMPLOYEES

Many years ago, when I was an accounting assistant, I shared an office with a finance manager – located right next door to the department VP. Every morning the VP came into our office to greet the finance manager.  One morning, when I was by myself in the office and had my back to the VP, he greeted me. When I turned around to respond to him he said, “Oh, never mind – I thought you were Eileen (the finance manager),” and he walked out without another word. From that day on, my perception of his overall leadership was diminished quite a bit.

Tip: When we feel “connected” our trust, loyalty, and ambition to produce and succeed are naturally boosted.  However, when we feel disconnected, “unheard” or ignored, the opposite is true. In fact, in this scenario, employees report that they “don’t see the point” of doing a good job or making an extra effort if  ultimately they’re ” . . .  just going to be ignored or talked down to.”

Take the additional few moments to look your employees and co-workers in the eye, greet them, thank them, ask their opinion (and listen), and ask how they’re doing. You may be very surprised to see a spike in your employee satisfaction ratings.

#9  TAKE ON TOO MUCH RESPONSIBILITY / NEGLECT TO DELEGATE

Often times we mistake being “busy” for being a valuable asset.  Taking on too many “tasks,” that should be delegated to the appropriate person, and allowing yourself to be pulled in too many directions will only keep you in a permanent state of anxiety.  Additionally, when you are perceived as being “stressed out,” “worn out,” and “over- your-head in work load,” you are physically incapable of instilling a sense of calm and control of the situation.  Unfortunately, this does not make you appear more valuable to either your staff, your upper management, or even your corporate investors.

The cure for this situation? *Seek to find the “right person” for the responsibility.  Not only will it serve you well to delegate where appropriate, it will also serve your staff and peers.  I can’t tell you how often I have heard individuals (within all company “levels”) say they are “bored, feel left out, want to take part in a project, had someone step on their toes,” or simply believe they have been overlooked  - all because someone else neglected to delegate responsibility.  Ultimately, when you free yourself of unnecessary workload, you allow yourself to become more valuable by being available to take on new projects that fall within your area or expertise.

*Don’t have anyone to whom you can delegate responsibility? Consider outsourcing virtual help for clerical work, or contracting consultants for project and training base work. The “return” will far outweigh your investment.

#10  ALWAYS TRY TO “CATCH” OTHER’S MISTAKES

There’s a saying that basically states that whatever you seek, you will find.  If you look for mistakes and inaccuracy, you will find it.

However, during my years with Anheuser-Busch Entertainment Corporation, I learned from SeaWorld’s Shamu®Trainers to actively try to “catch” employees doing something right! When you request a higher standard, look for a positive response and praise the effort! Your employees and peers will come to expect a higher standard and will work to meet your expectations; just imagine how high your company can soar!

BONUS TIP # 11 DON’T ASK FOR GUIDANCE OR OUTSIDE RESOURCES

I don’t know about you, but I don’t even try to perform my own dental work, roof repairs, home re-plumbing, or surgical procedures (especially if they require anesthesia!) I have no disillusions that I will inherently know how to excel at any of these skills and talents (I’m not an expert in these areas!)

The same is true when it comes to leading a staff, a project, an organization, or a company. We all have our areas of expertise and personal and professional strengths.  If you are Director of Operations, you are likely an operational expert.  However, that doesn’t necessarily mean that you’ve been given all the tools, practice, and resources you need to be a highly effective “director.”  All too often, great performers are promoted into management and leadership positions without being given the benefit of solid leadership understanding, mentorship, and “hands-on” training.

Tip: Invest in yourself and your staff by finding the resources to help you create and sustain an environment where you consistently Activate Potential and Realize Results.™

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©2011 Lisa Broesch/InBliss Coaching and Consulting LLC. All rights reserved Internationally. Permission granted to excerpt or redistribute with attribution and notification.