Research has shown that a majority

Research has shown that a majority of people leave their jobs not because they don’t like the work they do, but because they don’t get on with their Boss. The major reason cited in exit interviews is the relationship they have with their line manager, and as managers we have a responsibility to consider the impact we have on those around us with our actions.

There are a number of examples of poor management techniques which contribute to the breakdown in relationship between management and staff, here are 10 of the most common:





1) Not listening and not making people feel valued

People like to deal with those people who are professional and who make them feel valued. Too often a poor manager will not take the time to actively listen to their staff, instead choosing to check their e-mails, take phone calls and allow a variety of other interruptions whilst they are having a conversation/update/meeting with their people. How frustrating does it feel when you have the feeling that someone is not really paying attention to what you are saying? How do you think others feel when you are doing this to them?















2) Micro managing – shows lack of trust

If you spend all your time checking up on what others are doing, how do you find the time to do your own job? People will never give of their best if they have the feeling that they are not to be trusted or that they constantly have someone looking over their shoulder and checking up on them. If you expect the worst of people that is what they will usually deliver, as that is what you are looking for!

If you spend all your time watching them do their job, how do you have time to do yours?













3) Too much focus on the task and not the individuals

If a manager has too much focus on achievement of a task they tend to disregard the individuals involved in helping achieve said task. Their behaviour is impersonal, they don’t tend to have any interest in how their people are feeling, and praise recognition and encouragment are in short supply. This is another example of people not feeling valued and can quickly lead to disenchantment.

How well do you know your people?













4) Not enforcing standards

People need to have a clear understanding of their roles and expectations, and it is equally important that, having defined the standards that are expected, these are enforced. Too often a poor manager will fail to take the appropriate action when standards are not met and this then sends the message that the standards are not important or relevant. People respect a manager when they display strength, integrity and a sense of fair play. Not enforcing standards implies these qualities are lacking in a manager.

People need to understand there are consequences for not maintaining standards













5) Not communicating expectations effectively

If people don’t have a clear understanding of what success looks like how will they know if they have done a good job? “If they don’t get shouted at,” is not the right answer! When people understand what is expected of them and how they can meet those expectations they tend to have a greater degree of confidence in their ability to meet those expectations – assuming those expectations are realistic in the first place!

How can you expect people to reach objectives if expectations are not communicated clearly?















6) Lack of feedback – positive and negative

If you dont take the time to tell people how they are doing, how will they know if they are meeting expectations? If they receive regular timely feedback they will have a greater understanding of what they need to do in order to achieve their objectives, be it a continuance of current behaviour or a correction in their activity. If the feedback is presented in a constructive, objective and calm manner it can be a great development tool to help people grow and improve.

How often do you give your staff feedback?















7) Using communication on a need to know basis only

Another quick way to frustrate people is to keep them in the dark about issues that have some bearing on their role in the organisation. If plans and other areas of the business are treated as secrets not to be shared with other departments, how can staff gain an understanding of how they can play an effective part in the achievement of company goals. Effective communication of the company vision and objectives has an important role to play in improving employee engagement.



Do your people understand how their role affects company goals?













8) Making decisions and then asking for feedback

If people are to take ownership of their departmental/team goals they need to feel that they have a part to play in the decision making process. Weak managers will view their role to be the one to have all the answers and to hand the decisions made down to the workforce. If the decisions are being made from the top down what is the point in asking those on the ground floor for their thoughts? If the decisions have already been made what difference will it make if they think it is a good idea or not? At best it is an exercise in patronisation!

The final decision should rest at the top, but it is good management practise to canvass opinion from the relevant sections of the company, before the decisions are made. It is quite often the case that the people at the sharp end will have the experience and knowledge to best know how to handle certain situations, doesn’t it therefore make sense to obtain their feedback before deciding on a particular course of action?

How much influence do staff have in the decision making process?













9) Passing the buck

I know one manager who announced to a new member of staff on their first day that any success they achieved in their role would be down to the manager, but they would get the blame for anything that went wrong! How do you think that member of staff viewed their manager?

The art of good management means taking responsibility when it is due and allowing others to take the credit when it is deserved. Poor managers look to point the finger of blame away from them at every opportunity, this only has short term benefits for the manager, as their limitations are soon identified.

Good managers need to take responsibility for their actions













10) No sense of humour

If you don’t enjoy your job, why should the people that work for you? A sense of humour is a vital element in the make up of successful managers, it indicates you are working for someone who is in control, someone who is relaxed and someone who is confident in achieving success. It doesn’t prevent you from being professional as there is a time and a place to have a laugh, and a time and a place to fully focus on achieving objectives, but a little lightness goes a long long way.

Hasil (Bahasa Indonesia) 1:

Research has shown that a majority of people leave their jobs not because they don’t like the work they do, but because they don’t get on with their Boss. The major reason cited in exit interviews is the relationship they have with their line manager, and as managers we have a responsibility to consider the impact we have on those around us with our actions.There are a number of examples of poor management techniques which contribute to the breakdown in relationship between management and staff, here are 10 of the most common: 1) Not listening and not making people feel valuedPeople like to deal with those people who are professional and who make them feel valued. Too often a poor manager will not take the time to actively listen to their staff, instead choosing to check their e-mails, take phone calls and allow a variety of other interruptions whilst they are having a conversation/update/meeting with their people. How frustrating does it feel when you have the feeling that someone is not really paying attention to what you are saying? How do you think others feel when you are doing this to them? 2) Micro managing – shows lack of trustIf you spend all your time checking up on what others are doing, how do you find the time to do your own job? People will never give of their best if they have the feeling that they are not to be trusted or that they constantly have someone looking over their shoulder and checking up on them. If you expect the worst of people that is what they will usually deliver, as that is what you are looking for!Jika Anda menghabiskan seluruh waktu Anda menonton mereka melakukan pekerjaan mereka, bagaimana Anda memiliki waktu untuk melakukan Anda? 3) terlalu banyak berfokus pada tugas dan bukan individuJika seorang manajer memiliki terlalu banyak fokus pada pencapaian tugas mereka cenderung mengabaikan individu yang terlibat dalam membantu mencapai tugas tersebut. Perilaku mereka impersonal, mereka tidak cenderung untuk memiliki kepentingan dalam bagaimana perasaan orang-orang mereka, dan pengakuan pujian dan encouragment terdapat dalam jumlah terbatas. Ini adalah contoh lain dari orang-orang yang tidak merasa dihargai dan dapat dengan cepat menyebabkan kekecewaan.Seberapa baik Anda tahu orang-orang Anda? 4) tidak menegakkan standarOrang harus memiliki pemahaman yang jelas tentang peran dan harapan mereka, dan itu sama pentingnya bahwa, memiliki didefinisikan standar yang diharapkan, ini diterapkan. Terlalu sering seorang manajer miskin akan gagal untuk mengambil tindakan yang sesuai ketika standar tidak terpenuhi dan ini kemudian mengirimkan pesan bahwa standar tidak penting atau relevan. Orang menghormati seorang manajer ketika mereka menampilkan kekuatan, integritas dan rasa bermain adil. Tidak menegakkan standar menyiratkan kualitas ini kurang seorang manajer.Orang perlu untuk mengerti ada konsekuensi bagi tidak mempertahankan standar 5) tidak berkomunikasi harapan secara efektifJika orang tidak memiliki pemahaman yang jelas tentang kesuksesan apa terlihat seperti bagaimana mereka akan tahu jika mereka telah melakukan pekerjaan yang baik? "Jika mereka tidak mendapatkan berteriak," bukanlah jawaban yang benar! Ketika orang-orang memahami apa yang diharapkan dari mereka dan bagaimana mereka dapat memenuhi harapan mereka, mereka cenderung memiliki tingkat kepercayaan yang lebih besar dalam kemampuan mereka untuk memenuhi harapan mereka-dengan asumsi harapan mereka realistis di tempat pertama!Bagaimana Anda bisa mengharapkan orang untuk mencapai tujuan jika harapan tidak dikomunikasikan secara jelas? 6) kurangnya umpan balik-positif dan negatifJika Anda tidak mengambil waktu untuk memberitahu orang-orang bagaimana mereka lakukan, bagaimana mereka tahu apakah mereka memenuhi harapan? Jika mereka menerima biasa umpan-balik tepat waktu mereka akan memiliki pemahaman yang lebih besar dari apa yang mereka perlu lakukan untuk mencapai tujuan mereka, baik itu kelanjutan dari perilaku saat ini atau koreksi dalam kegiatan mereka. Jika umpan balik disajikan dalam konstruktif, tujuan dan cara yang tenang itu bisa menjadi alat pembangunan besar untuk membantu orang-orang yang tumbuh dan berkembang.Seberapa sering Anda memberi umpan balik staf? 7) menggunakan komunikasi pada kebutuhan untuk mengetahui dasar hanyaLain cepat cara untuk menghalangi orang adalah untuk menjaga mereka dalam gelap tentang isu-isu yang memiliki beberapa bantalan pada peran mereka dalam organisasi. Jika rencana dan area lain dari bisnis yang diperlakukan sebagai rahasia tidak untuk dibagikan dengan departemen lain, bagaimana dapat staf memperoleh pemahaman tentang bagaimana mereka dapat memainkan peranan yang efektif dalam pencapaian tujuan perusahaan. Efektif komunikasi perusahaan visi dan tujuan memiliki peran penting dalam meningkatkan keterlibatan karyawan. Apakah Anda orang memahami bagaimana peran mereka mempengaruhi tujuan perusahaan? 8) membuat keputusan dan kemudian meminta umpan balikJika orang-orang untuk mengambil kepemilikan tujuan Departemen/tim mereka mereka perlu merasa bahwa mereka memiliki peranan dalam keputusan proses pembuatan. Manajer yang lemah akan melihat peran mereka sebagai yang memiliki semua jawaban dan untuk tangan keputusan yang dibuat ke dunia kerja. Jika keputusan yang dibuat dari atas ke bawah apa adalah titik di meminta orang-orang di lantai dasar pemikiran mereka? Jika keputusan yang telah dibuat apa perbedaan itu akan membuat jika mereka pikir itu adalah ide yang baik atau tidak? Terbaik ini adalah latihan di patronisation!Keputusan akhir harus beristirahat di bagian atas, tetapi itu adalah praktik manajemen yang baik untuk kanvas pendapat dari bagian yang relevan dari perusahaan, sebelum keputusan dibuat. Hal ini cukup sering terjadi bahwa orang-orang di ujung tajam akan memiliki pengalaman dan pengetahuan terbaik tahu bagaimana menangani situasi tertentu, Bukankah itu masuk akal untuk mendapatkan umpan balik mereka sebelum memutuskan pada kursus tertentu tindakan?Betapa besar pengaruh Apakah staf memiliki dalam keputusan proses pembuatan? 9) melewati the buckAku tahu satu manajer yang diumumkan kepada anggota staf baru pada hari pertama mereka bahwa keberhasilan mereka capai dalam peran mereka akan ke manajer, tetapi mereka akan mendapatkan menyalahkan untuk sesuatu yang tidak beres! Bagaimana Anda berpikir bahwa anggota staf melihat manajer mereka?Seni manajemen yang baik berarti mengambil tanggung jawab ketika ia jatuh tempo dan membiarkan orang lain untuk mengambil kredit ketika itu pantas. Manajer miskin terlihat untuk menunjuk jari menyalahkan dari mereka pada setiap kesempatan, ini hanya mempunyai manfaat jangka pendek untuk manajer, seperti keterbatasan mereka segera diidentifikasi.Manajer yang baik perlu mengambil tanggung jawab atas tindakan mereka 10) tanpa rasa humorJika Anda tidak menikmati pekerjaan Anda, mengapa orang-orang yang bekerja untuk Anda? Rasa humor adalah elemen penting dalam membuat sukses manajer, itu menunjukkan Anda bekerja untuk seseorang yang dalam kontrol, seseorang yang santai dan orang yang percaya diri dalam mencapai kesuksesan. Itu tidak mencegah Anda dari menjadi profesional sebagai waktu dan tempat untuk tertawa, dan waktu dan tempat untuk sepenuhnya fokus pada pencapaian tujuan, tetapi sedikit ringan pergi dengan cara lama.