Management Misconceptions Managing a team of employees can be a challenge in today's workplace. A single-sided approach to management will not always connect with the current generation of employees. Whereas the phrase "hard work is its own reward" may have inspired pride in employees in the past, the reality is that many people work for a paycheck. We face the challenges of keeping our employees motivated, prioritizing their needs in addition to the company's needs, and giving continued incentives to remain at the company. Common mistakes are made by managers at different levels and in various work environments. Managers may come from different walks of life and have unique characteristics, theories, and philosophies on how to manage a business and their employees. But each can commit some common mistakes when it comes to managing employees; the most common are:
- "I have an open door policy."
A common mistake made by many managers is the reliance on their employees to instigate communication when potential issues arise. Stating you have an open door policy may be comforting to your employees, but they may be hesitant to use it. Communication is a key element to being a successful manager, and employees need to know exactly what is expected of them and when specific projects or tasks need to be finished. Effective managers establish routine meetings with each employee in a confidential one-on-one environment. Employees who do not feel comfortable initiating conversation with management may be hesitant to approach a superior for fear their intentions will be misread. Employees with managers who offer that forum automatically are more likely to discuss potentially important workplace topics.
- "I'm sorry, that's company policy."
Putting policies ahead of people becomes a bigger mistake the smaller your organization is. Although policies are made for good reason and are intended to be followed, some flexibility with employees, particularly in small organizations, can be important. A manager who only repeats the policies on record when an employee approaches him or her with a unique and/or emergency situation may lose personal respect from the employee. Management authority may be backed up by the policies on paper, but true authority is earned by a mutual respect from the manager and the employee. The relationship is a two-way street.
- "I am listening."
Managers can easily make the mistake of listening but not always hearing what their employees are actually saying. Setting the stage by scheduling regular meetings, providing forums to discuss topics, and allowing for employee input are only the first steps in being a good listener. Although not everyone articulates ideas in the same way, employees want to know that their ideas are being heard. For example, if employees earnestly believe that flexible work schedules are important to have in the workplace, the appropriate response is not to chastise them for having the idea. Effective managers will instead let the employee(s) know that they understand why they may feel the way they do and are open to discussion.
- "I have to solve this…"
Nobody has all the answers. New managers often feel the need to solve every problem in their department, the company and beyond. It is also a mistake for a manager to believe that his or her way of doing things is the only way to do the job. A good manager will know how to engage other individuals to assist with implementing solutions. This ability to include others who have specific expertise is a sign of strength, not weakness.
- "We're not quite there yet."
Managers are constantly under pressure to produce results. They may work with company owners and corporate executives as well as clients who all demand performance/results, and it is easy to embrace the idea that you aren't a success until the task is complete. Managers who focus on negatives without recognizing positive achievements or accomplishments by employees will end up with unmotivated employees who have one foot out the door, seeking a more positive work environment. It is important for managers to recognize achievements as a project progresses. Not every job has a quick turnaround, and it is the manager's responsibility to keep things moving forward - in a positive way.
- "I had nothing to do with this."
Like it or not, responsibility often falls on the shoulders of managers, and avoiding responsibility will catch up with a manager and will usually not bode well for his or her future. It is a mistake to delegate blame before delegating responsibility. A common mistake made by some managers is to single out an individual (or group) for blame without also taking their own contribution(s) to the issue into consideration. However, a manager need not take the fall for an employee who is deserving of corrective action. Managers do have to be proactive about addressing issues with employees before they result in failure to meet company objectives.
- "Did I ever tell you that you're my favorite employee?"
Every team has its strong player(s), and it is easy for a manager to single out their achievements to the rest of the company. There is a unique balance in rewarding the strongest employees while maintaining a positive interaction with other employees. If a manager is perceived as displaying favoritism, he or she will lose credibility and respect from the rest of the team. A "favorite" employee may also alienate other employees by seeking special attention. Issuing thanks and/or recognition to individuals can either add to a team spirit or tip the scales in the opposite direction. It is a fine line that deserves much consideration by managers, but can certainly be used to promote positive results.
- "Don't ask, just do."
Managers are not immune from justifying their requests. Employees deserve an understanding of the process or project on which they are working. Some managers will hide details as a form of expressing authority and expect their team to act on their demand simply because they are the manager. The truth is, a good manager will take the time to explain what the project is all about and how each employee's contribution is incorporated into the plan. The more knowledge an employee has about why they are doing what they are doing will provide a higher level of investment on their part.
- "Be sure to copy (cc:) me on that."
With continued technological advancements and a new breed of managers who are tech savvy, the temptation to "e-manage" employees can be strong. There can be too much reliance on e-mail as a form of communication, and this may lead to employees perceiving their manager as a passive communicator. The contents of e-mails are often short and to the point; they illustrate factual information without emotion. However, readers can easily misinterpret the message and may just as easily add an underlying message that may not have been intended.
Embracing technology is key to success in the workplace but not at the risk of ignoring the importance of developing people skills. An effective balance is using e-mail technology to announce and document key points that will be discussed in follow-up meetings. Managers can give employees detailed information they intend to present or review at a future time and place, and then follow up by sitting down together for discussion - either in groups or in a one-on-one meeting.
