Management Traps and How to Avoid Them

Post by ar » Feb 04, 2009 Views: 888

Management Traps and How to Avoid Them
Muchhas been written about the secrets of good management and few willargue that the best managers are inspired, visionary, dedicated,industrious, energetic, energizing and display integrity, leadership,common sense and courage. So where is it that managers commonly fail orfalter and lose their precious foothold on the corporation's top rungs?The following, from the career experts at bayt.com, are ten of the mostbasic management traps and tips to avoid them:
Weak managers set weak goals

Asa manager your role is to get specific jobs completed by employees inthe most optimal, efficient and innovative manner and in order to dothat, you need to set clear objectives. Successful managers set SMARTgoals - goals that are specific, measurable, achievable, realistic andtime-based. They are able to communicate these goals clearly, simplyand concisely to their employees so that none are vague or uncertainabout expectations. By all means reach for the stars in your objectivesbut to do so without supplying employees with the training, resources,flexibility and freedom they need to accomplish their goals and aschedule of regular supervision and feedback is to set them (andyourself) up for failure.

Weak managers micro-manage - effective leaders inspire

Thedays of command and control organizations are long over - today'smanagers recognize that in order to leverage their skills and maximizetheir team's output they need to adopt a flexible approach and 'lead'their teams to excellence rather than closely supervise, instruct andcontrol them. The best leaders communicate to their employees a visionand ignite in them the fire, motivation and desire to work towardsmaking this vision a reality. Good leaders unleash their employees toinnovate and achieve optimal solutions by communicating top-level goalsand objectives and a suggested blueprint for success then leaving theemployees to determine how to get there most optimally while ensuringthey have the aptitudes, training, resources and work environmentnecessary to achieve superior results. While a program of regularfeedback and supervision is essential, managers should ensure thattheir management style is not repressive, meddling or overlyoverbearing. The golden rule is to communicate the 'what' and the 'why'of the work that needs to be done and leave the employees to determinethe 'how' without burdening them with strict instruction manuals orprescribed rules and patterns that are largely redundant andinconducive to speed, creativity, progress and innovation.

Weak managers are afraid of hiring/cultivating strong leaders

Strongleaders/managers have the self-confidence to hire the best people, takethem to new levels and cultivate in them all the qualities needed tomake them in turn effective leaders of the future. Weak leadersreplicate themselves in their hiring decisions and hire mediocreplayers, mistakenly believing that an employee with more skills, acumenor industry knowledge than themselves will ultimately undermine them ormake them look bad. The best managers are characterized by an abilityto stimulate their employees to superior performance and throughcoaching, training, feedback as well as by example, inspire in them allthe qualities needed to make effective managers. A good manager helpsemployees achieve their full potential and constantly raises the bar sothat employees never stop learning, innovating and growing. Coaching,training, career planning and programs for ongoing growth anddevelopment of key staff are high on the priority lists of the bestmanagers.

Weak managers belittle their employees

Bosseswho favour the archaic 'tough' management style where employees aresingled out for public reprimand and negative feedback is plentifulwhile recognition and positive reinforcement are scarce will fail towin the loyalty, respect and commitment of their teams over the longrun. Without an inspired, fired up, self-confident employee base thesemanagers set themselves and their teams up for failure. Effectiveleaders by contrast, respect their employees and give them regularfeedback with intelligent constructive criticism and loudly laudspecial accomplishments in both public and private, while communicatingany negative feedback ONLY in private and focusing such criticismstrictly on the job performance, not the person's character. Strongleaders recognize and reward a job well done. These leaders inspiretheir teams to perform at their best and are able to elicit from them ahigh degree of loyalty and a 'hunger' to raise the bar and continuouslyexcel. In such organisations, employees are not afraid to challengetheir boss's ideas or upset the status quo in the interest ofinnovation and excellence and are encouraged to take risks to elevatethe business to a new level. The autocrats and bureaucrats on the otherhand sap their employees' self-confidence, drive and energy with theiroverbearing management style and fail to induce in them any motivationto raise the bar or excel.

 Weak managers have obsolete skills-strong leaders constantly reinvent themselves

Intoday's knowledge-driven economies and highly competitive environment,skills, training and education rapidly become obsolete and effectivemanagers know that they must constantly re-educate themselves andupdate their skills to maintain an edge. While over-confident managerswith an inertia to further education fall by the wayside, good managersregularly take an honest inventory of their skills and abilities andupgrade their technical knowledge and soft skills wherever appropriate.They encourage their teams to do likewise with sound career planningand performance appraisal programs and an emphasis on training andself-education.

Weak managers have poor communication skills

Goodcommunication includes cultivating and maintaining open channels ofcommunication with the team and others in the organisation, givingconstructive, intelligent feedback, eliciting ideas throughbrainstorming sessions or otherwise, articulating the company visionand mission in no uncertain terms, setting clear objectives andlistening attentively with an open-mind to employees grievances,suggestions and any other issues. Effective leaders have an open-doorpolicy that welcomes input, suggestions and feedback from employees andrecognize that good ideas and the next best idea/process/innovation cancome from anywhere. Strong leaders listen; weak leaders talk. Strongleaders pay attention to their employees and encourage them to expressprofessional opinions and ask for more responsibility; weak leadersthink they are above such open-door policies. Employees who are notlistened to and are not made to feel important or respected asprofessionals or individuals are unlikely to innovate or express anyexciting new ideas that can move a company forward.

Weak managers blame

Everybodymakes mistakes and strong leaders protect their good people from takingthe fall when they err. Good bosses recognize that the occasionalslip-ups are inevitable and can be learning opportunities and are readyto take personal responsibility when the team makes a misstep. A goodboss realizes that his most promising employees want to succeed, willgrow as a result of their mistakes and are unlikely to repeat the samemistakes. They do no set their people up as a negative example for therest of the organization nor point fingers when the going gets tough.Good bosses are personably accountable for their actions as well as theactions of their subordinates and do not allow a culture of blame topermeate the organisation.

Weak managers take full credit for their team's accomplishments

Whileweak leaders usurp all the credit for a job well done by their teams,the strongest leaders will give the full credit to the team as a wholeor the team member responsible for the project. Strong leadersmotivate, energize and inspire by giving credit where credit is due andbeing generous with reward and recognition wherever appropriate. Strongleaders publicly thank their employees for a job well done andrecognize that a motivated, successful, energized team will reflectdirectly on the boss.

Weak managers thrive on bureaucracy

Weakleaders are fond of, augment and live well with the layers andbureaucratic shackles that tie an organisation down; strong leadersremove them. Today's effective leaders recognize that in order tocompete they must operate like a small company with a high level ofspeed, responsiveness and flexibility. They realize that to maintaintheir edge in today's marketplace their organization needs to beresponsive to changing market conditions and remove the shackles,boundaries, layers, clutter and obsolete policies, procedures androutines that get in the way of the freedom and free flow of people,resources and ideas.

Weak managers are divorced from their teams

Effectivemanagers genuinely care about their employees and take the time to getto know them and to understand their strengths, weaknesses, what makesthem tick and their goals and ambitions. They also take the time tolearn something about their personal life. While weak managers willmaintain an outdated aloofness and a formal distance from their teams,exceptional managers are able to bring out the best in every employeeand win their loyalty and respect by understanding their unique needs,motivations and abilities and showing the team that they are importantand personally significant. Strong managers are team players andthrough their constant involvement with their teams communicate to themthat they are there for them and supportive of them. Effective managersby building a supportive work environment, build a camaraderie and teamspirit that enthuses and excites the team to new levels of performance.