Tag Archives: managers

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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4 KEYS TO BUSINESS SUCCESS IN A NUTSHELL!!!

Business-Success

In a nutshell -satisfy your customers, have an efficient business structure with quality motivated workers, have a research and development department, and advertise.

What is important are the humans- the customers, the workers, the improvers, and the advertisers. The important foundation is quality information, goods, and services.

Provide information, goods, and services which the customer needs or wants and keep them happy with good customer service.

Run an efficient business with a talented charismatic leader at the top and talented and motivated managers and workers who feel that they have a stake in running the business successfully and feel they can work their way to near the top if they have a desire and apply themselves.

Have a research and development department in charge of improving customer information, goods, and services, especially one which tries to keep up with new innovation or trends in the business and tests new information, goods, and services.

Promote your business or advertise to maintain a visible presence in the world. Word of mouth advertising is what you hope for but you can speed up your popularity with tempting advertising propaganda.

If you liked this evergreen truth blog then read more of them, about 1400 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, 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!!!

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INTERVIEW PRINCIPLES AND QUESTIONS FOR MANAGERS, TECHNICAL EXPERTS, AND GRADUATES WITH NO EXPERIENCE

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Experience in the field is the most important consideration when hiring. Managers definitely need human communication skills along with some technical expertise.

Technical experts need a proven record of achievement and may lack managerial skills but should be able to communicate well. Graduates usually have book learning only and are unproven managers and technical experts who need a different set of interview questions.

There is also a big difference in hiring the brightest and best or just an adequate worker or manager who will do the job well but may not have ambitions to climb the ladder of success any higher. There is basically the adequate worker for the job and a rather ambitious one who wants to become almost indispensable to the organization in a position of leadership.

An experienced good leader will have risen up the scale of leadership in an organization and have taken on greater and greater responsibility or a greater number of workers under him or her with the passage of time.

Another sign of a good leader is one who changed organizations and each time landed a managerial job with more responsibility or more workers under him or her. A proven track record of increased leadership responsibility is a good sign that he or she will also try to increase responsibility in your organization too.

During the interview you will usually get a sense of how good a conversationalist the potential leader is. You will find out if the answers are largely impulsive or whether they think a little before answering some of the questions. You will find out if they are verbose or short and sweet and to the point.

Excessive verbosity, evasive answers, impulsive answers without slight pause on occasion, and incomplete answers may be a sign of flawed communication skills. Leaders need a good memory for details and names and any follow up questions which reveal this ability are good questions.

 

An experienced technical expert will show his or her prowess in the field of expertise by the sheer number of projects completed successfully during tenure in the organization. The more projects that he or she has completed is a sign of technical expertise. Leadership ability is not as critical if you are looking for a candidate to do a specialty job extremely well.

A leader with many jobs at the same level of leadership responsibility may be a sign of incompetent leadership and a technical expert with many jobs with similar challenges may also be a sign of mediocre expertise and one not capable of taking on new challenges in his or her field of expertise.

For a graduate seeking a managerial position in a company his or her social interests in high school and college are usually a good indication of leadership potential. If he or she was the president or leader of more than one club or organization in school then chances are their social skills are probably good, especially if they come from a family of three offspring or more.

If the graduate is interested in many things outside of work or has many hobbies then chances are they will be interesting conversationalists and frequently have something in common with the workers working under them.

Grades are important indicators for mental ability but the number of close friends and good family life of parents with relatively many friends is also a good indicator of social ability. Privacy is still important but if you can gain access to Facebook communications then this will reveal the number and types of friends that the prospective employee has and the style in which the communication occurs.

Graduates with technical expertise are preferred if they come from a technical college or university with a good technical staff. Computer programming or computer science along with an engineering degree are highly desirable.

Leadership questions where human skills or emotional intelligence and strategic planning is primary:

What are your reasons for changing jobs?

What were your biggest challenges and how did you handle them?

What major areas do you need improvement in and what are you doing about it?

What is your biggest weakness and how do you compensate for it?

What were some of your most challenging employee problems and how did your handle or resolve them?

What motivation tools do you use?

How do you encourage feedback from your employees?

What were some of the reasons you fired employees and how did you try to resolve the problem first before firing?

When you hire someone what questions do you ask?

What were some of your best and worst employees and why?

Have you had to tolerate lying, petty theft, or tardiness and absenteeism in an employee?

How do you handle an employee who is not a good team player but seems competent in other ways?

What were some intuitions that you had about employees which turned out to be true?

What percentage of your workers did you know on a first name basis?

How do you relax during and after work?

What would you like to ask me about your job?

You can end the interview with the question-Why should I hire you?

Technical questions are important during a technical interview but you also need someone who updates knowledge based on new developments in the field of expertise and is an efficient worker.

What are your reasons for changing jobs?

What was the project which was the lengthiest and was the most challenging and why?

Have you largely worked on your own or mostly with a team?

How do you keep updated in your field of expertise?

About what percentage of your projects took longer than expected?

What percentage of your new learning is on the job and at home?

How frequently have you had to take work home or stayed late on the job to complete a project?

What are your greatest weaknesses and what are you doing about them?

What tasks do you enjoy the most and which ones the least?

Ask some random technical questions which are absolutely needed for the job being hired for.

You can end the interview with- Why should I hire you?

 

Questions for graduates without proven experience are very open ended and should focus on determining the drive and ambition of the potential employee for a leadership position and test a memory for names and details. For a technical position focus on questioning for the technical expertise of a technical specialist.

Where do you see yourself 5 or 10 years from now?

What were your favorite subjects in school?

What subjects or courses do you think will be more useful in this job?

What are the characteristics of a good leader or manager?

What other companies did you apply to?

What made you choose this company?

Why should I hire you?

 

If you liked this evergreen truth blog then read more of them, about 1200 so far, or read one or more of my evergreen truth books, especially COMMON SENSE, 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/

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