How to avoid the most common mistakesA.B.A. ▼ |
One of the things you must have in mind that studies show that 60% of companies don't do much to help new managers. That's a devastating statistics but fortunately many mistakes waiting you around the corner the other managers already made.
Here are a few examples of the tricky situations and remember: from you to Jack Welch, every manager in the world failed in at least one case.
The first fact: you are manager. If you think that this statement is silly, think again. To be a manager means that you have right to executive decision.
The problems that arise in newly appointed managers, or in those who just came to a new company, is that they are trying to solve problem for a very long time. This is human and this is understandable: no one wants "enemies", especially during the first weeks on the job.
However, that approach is wrong. When you must react, you must react promptly and with determination.
If you have all information that you need to fire someone - fire him. If you have information that someone has to be rewarded - reward him. Of course, the key here is that the information you have are relevant, but once when you have it - act.
The second awkward situation: your employee is much older than you. You can become a CEO at any age and it's a chance that a number of employees will be older than you.
The most cultures in the world teach us to respect older person and that's OK.
However, in every company there are a group of lazy employees who will play "the emotional card": they count on your respect and they think that usual corporate culture has nothing to do with them.
Unfortunately for them, this is very dangerous situation. If you see that older worker is absent for too long without an explanation, or that he doesn't do his job, be open and give him a warning. If that doesn't help - fire him.
Remember that you are not talking to a poor old person, you are talking with a lazy worker. The age plays no role here whatsoever.
The next mistake: spending too much time inspiring low-performers.
In every company you can divide employees by the formula 10-80-10. Ten percent of them are under-performers, 80 percent are average, and 10 percent are the best workers in the company.
Since every one of us has it's limitations, a manager must try to find how to help under-performers. They may be warned, sent to school and they certainly deserve chance to find a new working place where they can give their best.
The most common mistake here is spending too much time on them. If a worker shows no intention for improvement, or several educational tries failed, then there's no other way than to show him the door.
Remember, you should help everybody, but don't allow under-performers to do nothing with an excuse of an endless education.
Do not give promises you can't keep. In a new environment, the desire to show your best is absolutely normal.
However, that sometimes can lead to an answer "I will do it" to every question you hear. That's wrong. There is nothing wrong in saying "I can't promise that", and there's nothing wrong in admitting that you are not Superman. CEO or no CEO, every one of us has some limitation.
If you are leading your people honestly, your "I can't" will be accepted as an honest answer from a human. And people like humans more than robots.
Those are very simple advices, proved in practice. By obeying them you will see that your managerial life is more easier to live and you will earn the respect of your workers. And when you come to that point - the sky is the limit. ■