4 Common Mistakes Every Manager Makes

Mistakes Every Manager Makes

If you’ve been wondering why your employees have nothing but resentment to offer you, it might be time to do a bit of reflective thinking. It’s a given that the manager won’t always be the most favorite person at the office. But if you’re slowly becoming the most hated to the point where it has started to effect productivity, there might be some things you are doing wrong. Let’s talk about some of the mistakes you might be making in your management style.

Focusing on Weaknesses

The first mistake that nearly every manager makes in their stint as a leader is focusing on their team’s weaknesses. It is natural for you, as a manager, to point out what an employee is doing wrong. It is after all part of your job to make the correct diagnosis in processes so you get the desired end result. However, you’ll find that if you turn your focus instead on the employee’s strengths, your team will be far more productive. This strength-not-weakness technique helps you find the dominant talent in every person in your office and helps them in developing and excelling in that.

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Thinking Time Equals Quality

Managers always perceive those that burn the midnight oil as the better employee. Staying in late gives the impression that the employee is most dedicated to their work and try to do the best they can with the company’s goals. That’s not necessarily true. Those that like to sit in late may not be the best time managers. Perhaps they don’t like to work in teams and wait till the rest of the people are gone to get the work done. Perhaps they like to have more time on something than others. Perhaps they simply like being in the office. While all of these are not necessarily bad traits to have in an employee, these also do not also ensure quality. Do not equate time spent at the office to quality of work produced.

Assigning Work That’s Too Challenging

Have you heard of the Yerkes-Dodson Law? This is a law that talks about how arousal increases performance… but only up to a certain point. So how can managers use this information? Employees have better performance when their work is challenging—but not when it is too challenging. They have having brainteaser to work on and learn from and solve in order to get results, but not when it is too far above their intelligence. If it is beyond their capacity, they tend to become discouraged. And we all know that disengaged employees are poor performers.

Overbearing Physical Monitoring

A lot of managers think that by ensuring an overbearing physical presence, they are ensuring performance and productivity. And that is the biggest misconception for managers to have. While it is good for you to be around, it is never a good idea to breathe down your employee’s necks all the time. Workers, especially of this generation, like their me-time. And that in fact, makes them more productive than being micromanaged. Employee monitoring software is perhaps a smarter option.


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