Sometimes it’s better to learn what not to do—carrying the title of “Manager” doesn’t always mean you know how to manage people well.
Just because one has a certificate that says you now know how to supervise people, doesn’t necessarily mean you actually can. How much do you figure you can learn and/or change in a one-day seminar? You know the kind; the one geared toward newly appointed managers or, as an Instructor might suggest, “for senior managers whose companies send them here for a wake-up call before they kick them out the door.”
Too often, the newly appointed manager didn’t necessarily earn this position, but volunteered for it (or was volunteered for it) after their predecessor resigned. Nevertheless, today they’re in charge of the company’s most precious asset, their human capital. As far as they’re concerned, after attending this seminar, they will prove to be the best manager the world has ever seen…not! They will sometimes exemplify the weakness of existing management. Those without training and the personal abilities to lead turn out to be the “experienced” managers who have lost their enthusiasm. They grumble about their employees, not only to themselves, but with anyone that will listen (including other subordinates) over trivial issues. Did you think that Scott Larsen, the mind behind Dilbert had to come up with his own ideas? How about some examples?
Try to prevent your employees from going to the bathroom more than twice a day.
This is a true case (ending up in litigation) of a Supervisor who felt they could add to their department’s productivity by restricting washroom breaks. Not only that, but specifying between which hours they were allowed to go! Do you really figure this will add to your productivity figures? Managers who try to limit bathroom trips do so because they don’t understand what it means to manage people. Somewhere along the way they became misguided and equate management with babysitting. In some instances this may be necessary, but for the most part it’s an insult to employees. Management should be about mentoring—not monitoring people.
Be a Micromanager and criticize their efforts
Go ahead; constantly criticize your Employee’s work, suggestions, and even their personality. Refuse to promote them and don’t give them any rationale as to your decision. Do you want your employee to feel all of that negative criticism resulting in their feeling ”burned out” and as unenthusiastic toward extra projects and pursuing further promotion as some sort of revenge towards you? In a conversation with an independent lumber Retailer, this was basically what he extolled as his management philosophy. His feeling was that the staff had a “country club” environment that they didn’t appreciate, which led him to believe this was the corrective action necessary. Wrong…over half of his staff resigned over the next four weeks!
I’m not suggesting that behind the motivation and empowerment effort there doesn’t need to be a plan. That’s exactly it; don’t just react out of emotion. Think about what makes sense for the short and long term. If an employee requires discipline, take action. “Set them straight or set them free”, as my former boss would say.
Exclude your Managers in the decision making process
A recipe for failure? You bet. Don’t include them, even though you’ve hired them to help run your business. They’re just employees, right? I’m the boss, and my attitude can be “do as I say” if I want it to be. But do expect disorganization, a lack of support, no cohesiveness, and don’t expect them to know…or for that matter, care…about what you want to accomplish. So they’ll keep under performing, and blame you for their failure.
The lesson here is, make people take accountability, and don’t give them a reason to blame anybody else for their failure. It’s your responsibility when you hire someone to let him/her know what their duties are and that you’re there to support them. You have to provide an environment they’ll feel good about, where they can come to work and feel challenged and welcome, not just attending a job.
Hire cheap and make them feel grateful they’re employed
I’m in it for the money, right? I wanted to hire employees for the least amount I could and then get the most out of them I could. So it was a chess game between them and me…and that’s what you’ll get in return, the classic “us and them” environment. You don’t have to be the highest-paying employer in your neighborhood; you can augment wages with other recognition tools (gift certificates, movie passes, etc.). Low cost incentives like birthday cakes and simple recognition among others for a job well done will go a long way to achieving extra effort and loyalty from your staff. How much does a pat on the back cost? Amortize your payroll costs and figure out if you’ll really save money in the long run by being cheap when you have a higher turnover percentage and the associated training costs to lay out.
Remind people who’s the Boss (all the time)
A Manager I recently met felt that in virtually every conversation with his employees, he needed to use the word “boss”. His computer screensaver says “Da Boss”. He’s very much into job titles, even though some of his staff has more experience than he does. He’s not shy about criticizing his staff in front of others and sets a poor example to everyone around him by his constant complaining attitude and gossiping.
He’d compliment a direct report on their work one day, and then attempt to write them up, saying they were incompetent. Did he not think this might backfire on him insofar as their motivation and want to do a good job for him? In addition, he would assign projects to individuals and then they’d find out through their peers that they were assigned to the same project, causing uneasiness between employees. No surprise the employees describe this boss as one who will “smile to your face one minute and stab you in the back the next minute.”
All of these areas add up to failure. Why not try the opposite approach? Otherwise, you’ll probably find yourself “blogged” at www.fthisjob.com
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