Tag Archives: coaching

MANAGERIAL MISTAKES!!!

Not fulfilling promises and lying on occasion:

Trust is the most important bonding factor in a relationship and this applies to business relationships also. Break promises or lie and respect for you starts to disappear since employees can no longer depend on your word being true which causes mistrust and hostile confusion and uncertainty in the workplace.

Perhaps not giving a promised pay raise or job promotion will most negatively affect the morale of an employee. There are other less blatant forms of promises made and not kept which will break the trusting bond with employees. Perhaps the best advice to give a manager is to not be pretentious but be honest and straightforward in all your dealings with employees so that they never have to doubt what your true intentions and demands are on the job.

Criticizing employees publicly:

Embarrassment, shame, and bad feelings against the manager may follow the criticizing of an employee in public. Almost everyone wants to feel safe with reputation intact if they make a mistake or screw up in some way on the job and don’t want this to become public knowledge if at all possible. The right time and place to do any chastising is in private between manager and employee only.

Excessive invasion of privacy, especially if details are announced publicly or to other employees:

Sometimes private activities affect business relationships or activities but the manager should be cautious about probing too deeply into the private lives of employees and even worse gossiping about the juicy details. Almost everyone is interested in maintaining a good reputation in the workplace and intimate private details which reflect a bad circumstance or situation should remain largely private and go no further than the manager and employee concerned. Most employee private secrets which don’t adversely affect the business should be respected and definitely not gossiped about if found out.

Withholding motivation or positive feedback:

A manager should do more than just try to help out if problems arise. A good manager will offer words of encouragement for a job well done so that the employee feels that they are being noticed and appreciated on the job on a regular basis.

Micromanaging employees:

Micromanaging indirectly implies that you don’t trust an employee to do a good job on their own. While micromanaging a new employee who is learning the ropes is sometimes a good thing, micromanaging a competent employee with unnecessary interruptions can adversely affect productivity. Interrupting when the work seems to be going too slow or noticing that too many mistakes are being made on the job is not micromanagement but a valid time to see if you can speed things up or eliminate apparent roadblocks to the work. Micromanaging is done primarily because you don’t trust an employee to do a competent job mostly on their own or you want to take credit for the job done yourself.

Not getting feedback from employees:

A domineering manager may just be inclined to give out orders and not ask for much feedback from employees. Largely isolated and minimally interested employees may be the result if they are almost never asked to participate in the decision making processes. Feedback from employees is especially important in a team effort which needs good coordination and participation by more than one employee. Happy and productive employees should be the goal of almost all businesses. Good feedback will determine how happy and productive they are and what things could possibly be done to make them happier and more productive.

Failing to appropriately discipline:

It is bad policy to ignore bad job performance and bad behavior which if left unresolved can lead to a sharp drop in employee morale and some if not many looking for jobs elsewhere. Before disciplining an employee it is best to have a private conversation and determine what is the cause of bad performance or bad behavior on the part of an employee. Sometimes all that is needed is determining the cause, pinpointing concrete steps to resolve the issue, and finally a promise from the employee to improve in the near future with concrete behavior modifications.

Sometimes giving the employee less responsibility, taking away a privilege such as parking rights, or threatening with firing are what appropriate discipline looks like. If the bad performance or bad behavior persists then make sure that you document it all and finally fire the offending employee before the rest of the staff is negatively impacted to the point of no return.

Not coaching or mentoring employees:

Some employees want to advance to higher positions in the business and don’t want to stagnate in a job at the same level for years. It is important for a manager to pinpoint those who want to be upwardly mobile and give them the appropriate coaching, mentoring, and delegation of some authority to keep them motivated. Yes, you run the risk of someone taking over your job in the future but a great manager will him or herself want to move up the business ladder to even higher positions of authority. Having a willing and able replacement ready to go may be a very important factor in getting a personal job advancement yourself.

Not cultivating interpersonal relationships:

Emotional IQ is very important for managers and that usually means that a manager is also interested in some personal information about how the employee is doing away from work. It might be valuable to know what an employee plans to do three or five years from now and what other valuable interests the employee may have. Knowing about employee hobbies, continuing education efforts, networking, and what one does during leisure time can all be vital in adding personal touches to future conversations and pep talks.

Most employees react favorably if they sense a manager really cares about them and what they are doing and hope to do in life.

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COMMENTS ON 6 KEY ATTRIBUTES THAT GOOGLE TRIES TO INSTILL IN IT’S MANAGERS!!!

Michael Schneider summarized the 6 key attributes in Effective Bosses and I am commenting on his article based on his observations. While the attributes are considered valuable in managers it is not that easy to instill some of them if the managers don’t have them in the first place. Some attributes are only possible with an abundance of the right prior experiences and indoctrination at a relatively early age since changing an adult’s behavior is many times harder than it is to change a youth’s behavior. This is especially true when it comes to the question of evaluating emotional intelligence.

  1. A growth mindset and emphasis on values is of primary importance for a growing and developing organization.

A growth mindset is really also having values and it means a manager who is interested in optimistically achieving growth in a changing environment by increasing his useful knowledge, skills, and competency in general with new learning.

You can list over 50 core values which manager should have but the most important values are integrity or basic morality and honesty; trustworthiness which is also a function of integrity, dependability, and competence; reputation and respect which results from integrity and trustworthiness; team spirit which comes from a leader with empathy, cooperative effort, and emotional intelligence; and a bottom line attitude which takes into consideration the cost and timeline for materials and personnel which determines how efficient the management actually is in planning and implementing work to be done.

How you instill these values in a manager who doesn’t have them in the first place is mission improbable but managers who have good values should be mentoring others who fall short in some value departments.

  1. Instilling emotional intelligence (EI) in an introverted programmer is almost impossible because emotional intelligence is an acquired skill which comes from years of exposure to all kinds of personality types starting from many siblings in childhood to relatively many social friendships in and out of school. There are things a lacking individual can do to increase personal emotional intelligence and you can further investigate the topic by referring to these two useful articles. Emotional intelligence THE TEN COMMANDMENTS OF EMOTIONAL INTELLIGENCE

 

  1. Manager transition principles is trying to instill in new managers the importance of honesty and being open and vulnerable. Managers are encouraged to communicate their transition and other problems to others and not be afraid to share their experiences and ask for advice from others on how to handle certain important situations and strategies.

 

  1. Coaching

“Through Project Oxygen, it was revealed that the number one quality of effective managers is being a good coach. Google defines good coaching as:

Timely and specific feedback

Delivering hard feedback in a motivational and thoughtful way

Tailoring approaches to meet individual communication styles in regular one-on-one meetings

Practicing empathetic “active” listening and being fully present

Being cognizant of your own mindset and that of the employee

Asking open-ended questions to discover an employee’s acumen”

In coaching as a skill the first two points are techniques for optimizing the effectiveness of feedback and the last 4 are applying emotional intelligence principles.

  1. Feedback  The key to good feedback is asking relevant questions which can be specific or open ended, really listening to the answers, and asking follow up questions if necessary. All of this should be done in a timely way. Motivating can also be a part of feedback where encouragement and sometimes praise is part of the feedback process. Advice or suggestions can also appropriately be given during the feedback process if the task is running into unforeseen problems. The Truth About Feedback.
  2. Decision Making

“To ensure judgments aren’t made in a vacuum, Google has established a routine to help managers make better decisions. This framework includes asking and articulating:

What are you solving for, and is everyone on the same page? (Identify and communicate the root cause.)

Why is it important? (Does it support other business goals?)

Who is the decision maker?

How will the decision be made?

When can people expect a decision? (Keep stakeholders in the loop, and manage expectations.)”

Communicate what the decision is with a reason, why the decision has to be made or why it is necessary and how it supports other business goals, how the decision will be made and by whom, and when the decision will be made. It is basically answering who, what, where, when, and how will a decision be made? A very important omission is how much the decision itself will cost and how much cost will result from making the decision. These are potential planning and implementation costs.

If you liked this evergreen truth blog then read more of them, about 4200 so far, or read one or more of my evergreen truth books, especially EVERGREEN TRUTH, rays of truth in a human world filled with myths and deceptions.

For a complete readily accessible list of blogs and titles go to twitter.com/uldissprogis.

Enjoy!!!!!!

If you enjoyed this blog then here is a list of my most popular ones which you may also enjoy!!!

https://uldissprogis.com/zlist-of-my-most-popular-blogs/