A Bad Manager
People leave managers, not companies.” — Marcus Buckingham
The following statistics from that survey caught my attention.
- More than half (59%) feel their companies view profits or revenues as more important than how people are treated.
- Sixty per cent have left jobs, or are considering leaving because they don’t like their direct supervisors.
- Fifty-three per cent have left jobs, or considered leaving because they believe their employers don’t recruit or retain high-performing individuals.
Employees don’t need to be friends with their manager, but they do need to have a good working relationship. Managers are too much of an integral part of the employee’s daily lives for them to have a challenging ongoing relationship.
The manager’s role is to provide clarity, direction and feedback, spend time in one-to-one interactions, and connect the employees to the larger organisation.
A strained relationship or perceived lack of confidence, from the person the employee reports to, can undermine the employee’s engagement, confidence and ultimately commitment to their job.
An employee’s motivation is a direct result of the sum of interactions with his or her manager.” — Bob Nelson
Crafting Managers that engage with Employees.
- Managers should be provided with the tools and skills they need to succeed. (A bad manager is not always a bad employee; they may just need some additional skills to do their job more effectively.)
- Managers should be able to recognise and leverage the skills of their team. (Talent can be promoted into a management position because of consistent success, but the combined skills of the people in their team, directed effectively, could bring results to the table that they can only dream of.)
- Some managers get so caught up in targets and achieving their numbers that they forget to treat people with dignity and respect.
A bad manager can take a good staff and destroy it, causing the best employees to flee and the remainder to lose all motivation.” — Anonymous
Crafting Jobs for Enjoyment.
Many people have passions that they don’t get to pursue in their careers. And, since we spend the majority of our waking day in the workplace, there isn’t always the time to fulfil these unanswered callings as hobbies. We should be looking for ways to bring our passions into our jobs.
Managers can play a key role in designing meaningful job roles that motivate employees. Those who succeed go out of their way to help people do work they enjoy – even if it means rotating them out of a role they are excelling in. Putting the needs of the employee, their happiness and success inline with those of the business.
It starts with HR and ends with Managers.
Often, managers don’t know enough about what people actually enjoy, what drives them forward in life and in turn their career.
The driving forces for an individuals happiness don’t often spill out until the exit interview. Understanding why the talented people are leaving and what would have convinced them to stay around is a staple for every HR department, but why wait until they already have one foot out the door?
Many companies across multiple industries have designed an on-boarding process that includes entry interviews. During the employees first week on the job, managers sit down with their new hires and ask them about their favourite projects, the moments when they have felt most energised at work, the times when they have found themselves immersed and what passions they have outside their jobs.
By gathering and using this knowledge, managers can build engaging roles from the start.
Knowledge is readiness.
“Train people well enough so they can leave, treat them well enough so they don’t want to.” — Sir Richard Branson
The only thing worse than training your employees and having them leave, is not training them and having them stay. You don’t build a business; you build people, and then the people build the business.
“We often take our most engaged and highest performing employees and reward them by giving them a team to lead. The Result can often be lower engagement, lower results and higher staff turnover as they try to do something they have never done before – manage, lead and motivate.”
By giving new managers the knowledge and skills to properly lead you are supporting them in becoming the best manager they can be. Through Leadership Development and support a company can build a trusted, engaged & supportive network of leaders that work together driving the business forward.
The goal of this article is to provoke thought into the cost of bad management of a team, on the individuals and in turn, the business. We all understand the benefits of good leadership on team morale and employee retention. Never underestimate the negative impacts that bad management, lack of morale and high employee turnover can have on the long term success and profitability of a business.
For further information please contact:
Mike Hardcastle – Managing Director at Novalead Limited
Discover more at https://www.novalead.co.uk/training/leadership-development/