Poor managers often paint a picture that they are working so hard to keep the ship afloat, and that at any minute it can all come crashing down. Another common habit of bad managers is to be very guarded about domain knowledge. This feeds into the point made in 4… it makes it seem like firing that poor manager will be a disaster for the company. If there are no viable alternatives, upper management may not fire a manager that they know is bad.
Poor manager often stunt their employees growth, thus preventing them from becoming real competition for the management job. The real reason they do it comes down to power and control. And control at any level is one of the most effective ways to kill trust. The feeling of watching your back for your manager's whereabouts is never a pleasant one. Facing this type of manager during the day probably means bad news because the exchange is never positive. Job survival under a dictatorship is day-to-day, due to the unpredictability of the environment you're in.
Everybody is on his or her own. Gallup research found this to be the second most common mistake that leads to turnover -- a lack of communication. This manager, for whatever reason, won't tell you the full story. He doesn't say what he means, or mean what he says, so people don't know where they stand. He'll say one thing on Monday and change direction by Wednesday, often without telling the team.
Have your magic decoder ring handy; you'll need it with this manager. In Gallup research, this is the fifth most common mistake that leads to turnover--when managers fail to listen. When a manager fails to listen to the collective voice of the team in pursuing a vision, chances are team members will not feel cared for, respected, or valued.
When a manager doesn't solicit the opinions of others, especially during change because change is often scary, trust begins to erode and morale goes in the tank. When companies go through a transition period -- a growth spurt through acquisition or the need to adapt to disruptive change -- your boss's inability to take risks, roll with the punches, and his unwillingness to be open to new ideas will hurt him and his team.
You get chosen for an interview because your resume and maybe a prescreening phone call confirm that you have the desired credentials for the job. But every other candidate interviewed will also have those skills. So the hiring decision almost invariably comes down to personality.
Which candidate did the hiring manager like the most? Which one is a better fit with the team and the company culture? One of the most common reasons people are let go comes down to personality. Do know, however, that no matter how briefly you've been their boss or how long they've been planning their exit, you're the manager they're going to be asked about in their exit interview.
So it's important to prioritize building respectful and successful relationships with each of your direct reports and get a keen sense of how you're viewed within the firm. This is even more important during a time when companies have started placing more emphasis on exit interviews, as more cases of workplace harassment are brought to light amid a heightened awareness of abuse of power at all levels. The story a disgruntled employee tells when they leave could have a lasting impact on your career.
This isn't to say you should be a pushover, but if you have to ask yourself whether or not it would be appropriate to do or say something, just don't do it. You will never succeed without your people. You need collaboration with your direct reports to get things done, and to get collaboration, you need to understand what they want. And yet, so many managers forget this symbiotic relationship. That's why it's so important to gain understanding of each person's motivations and goals, and help them find purpose in their work.
Of course, just as important is making sure your employees understand what you need so they know how to be successful. That way, you can work together to meet everyone's goals.
0コメント