Just as employees are key to business success, so are managers.
American consultant Bob Phipps bills himself as a “retail doctor”. He reckons that it’s easy to spot a bad manager through nine tell-tale signs, chief of which are that they’re “invisible on the sales floor”, “allow a dirty store”, and “criticise staff in front of others.”
He’s right in many respects – and it’s shown by comments on workplace website, Glassdoor, with comments such as “ALDI – Worst Managers EVER!!”, “B&M Retail – poor management”, and “Harrods’ poor management’”.
Of course, it’s unthinkable that an individual would ever take on a management role just to become a poor manager. Yet, with time and pressure, it’s easy for a well-intentioned individual to slip precisely into that position.
Leadership is challenging, and when stress levels rise, it’s easy to overlook the fact that the team isn’t as engaged as it should be.
But as everyone’s patience starts to wear thin, you, as a manager, may find yourself frustrated with your role as a leader. And the more you try to fix things, the worse it feels. Then, suddenly, it dawns on you that you’ve become the manager that you’ve always hated.
So, what are the warning signs to be aware of? What are the managerial behaviours that need to be avoided if you want to be the manager that everyone admires?
Never assume employees know something that’s important
As a leader, you have access to all the information. This makes it key to remember that your team might not have the same information or the context for it to be used properly. In other words, it makes sense to never assume they ‘should already know’ about something. The only solution is to take responsibility for ensuring that the team has the information they need to succeed. Good leaders make communication a priority.
You put up objections and say ‘no’ more than trying to find a solution
In uncertain times, it’s easy to become risk-averse and shut down new ideas. But good leaders understand that creativity should be encouraged, not stifled. Saying ‘no’ too often or too quickly kills innovation and morale. So, reflect on whether you’re shutting down ideas too often and becoming closed off to possibilities.
You ask others to do things you’re not prepared to do
Leadership is about leading by example. If you’re asking your team to, for example, put in extra hours but aren’t willing to do the same, then you’re sending the wrong message. Success means that you will need to re-evaluate whether you’re projecting the work ethic you expect from your team. The point is to not lead from the rear.
You think that no one can do what you do
Believing that you’re the only one who can undertake certain tasks is a trap that leads to micromanagement and a lack of delegation. It’s important to recognise that others can probably do parts of your job better than you can. By letting go of control and trusting your team, you will create a stronger, more capable group.
You fear questions that might cause trouble
You might think that asking employees about their concerns or for feedback on your performance will distract from the work at hand. But the truth is that avoiding these questions only lets problems fester. Good leaders ask difficult questions, even when they don’t want to hear the answers. And so, it’s better to know the truth than to remain in the dark. Similarly, being surrounded by ‘yes-men’ will get you nowhere – and quickly too.
You consider that emotions are irrelevant in the workplace
Emotions are an integral part of the human experience, and they significantly impact how people perform. Dismissing your team’s feelings is a mistake. Accepting and acknowledging emotions is crucial in maintaining a healthy workplace and fostering strong relationships with your team. Ultimately, it’s key to remember that the team is made up of people.
You’re reluctant to delegate
Hesitation to delegate is a sign of poor leadership. In contrast, trusting your team and giving them the chance to succeed will build a collaborative environment. Furthermore, delegation will not only remove stress from your life but also add to the confidence in others that they can complete the tasks they’ve been assigned.
You favour some individuals over others
Playing favourites is a sure way to undermine trust and create division. Even if you don’t think of it as favouritism, treating some team members better than others can lead to resentment. Fairness and consistency are essential traits of a good leader.
You believe that everyone needs to be on site to work well
Clearly, certain roles require an individual to be on site for the job to be completed. However, other tasks can occasionally be performed at home. But just because an employee isn’t physically present doesn’t mean that they’re not being productive. Focusing on where and when people work, rather than on results, is a sign of micromanagement.
Shifting your focus from monitoring work hours to tracking outcomes and fostering autonomy may help matters. The bottom line should be results, and results only.
You expect employees to come to you with issues
There’s no point in having an open door if employees are reluctant to walk through it with their concerns because they’re afraid. It’s important to recognise the power relationships in the workplace and that they can make it difficult for employees to speak up. This means that managers must be proactive in asking employees about their concerns.
You check on employees
Some managers test staff to see how they’re progressing by asking questions, looking to see if they’ve understood the matter. However, staff aren’t stupid and will soon see through the charade and will feel that trust has been undermined. So, instead of testing staff, ask yourself why you feel the need to do so? The best environment is one where employees feel empowered to perform at their best without constant oversight and are scored on their results.
You focus on distractions more than anything else
It’s easy to get caught up in trying to curb distractions, but the best managers focus on what will inspire and engage their team. Rather than micromanaging coffee breaks or social media use, ask yourself whether your team feels connected to a larger purpose and is excited about their work.
Summary
At some point, every leader will slip into one of these bad-manager behaviours. The key is to recognise it and make a conscious effort to change. If you think this is you, don’t excuse yourself, but also don’t flagellate yourself either. Acknowledge the problem, decide how to deal with it – and move on; you are human, after all.