Remember in 2002 when Google got rid of all managers? If that sounds scary to you, you're right. What sounded like a treat turned out to be a trick, and the failed experiment only lasted a few months.
Why did it fail? Managers at all levels have a powerful role for our businesses! They coach, guide, delegate, and lead your most important asset - your people. Not realizing and exercising that power in a positive way, can be a horror story for your business.
Here are the top 5 scariest manager mistakes.
There's no need to agonize over preparation. In fact, it's best to let employees prepare the agenda. This ensures the time is well spent discussing what matters most to them.
If you tend to postpone or skip scheduled catch ups with employees, ask if what you're doing instead is equally valuable. According to Andy Grove, co-founder of Intel and author of High Output Management, ninety minutes of a manager's time can improve the quality of a subordinate's work for two weeks.
Thinking They Always Know Best
Remember back when you started and you thought there were times when your manager had no idea what was really going on? You were right. Don't make the same mistake they did.
Develop a relationship with your team so they tell you what it's really like on the front lines, and you'll never be in the dark.
Believing They Left For the Money
With only a few exceptions, managers are the reason employees leave. They may be walking into a higher salary or a higher title in their new position, but their manager had control over how appealing it was to listen to another offer.
A consistent line of communication about growth and development ensures you'll know when you best performers aren't being challenged. Build relationships, earn trust, and treat people like people. To understand why that is so important, you have to acknowledge that you're responsible when great people leave.
Not Setting Expectations
Roles differ across companies, and so do expectations of those roles. Managers who fail to talk through role expectations and standards of performance set themselves and employees up for failure.
Don't assume that your employees can use a crystal ball to guess what you expect of them. Communicate! Use one-on-ones, goals, competency maps, job descriptions, and feedback to have clear and consistent alignment of the expectations you have for your team.
Asking Employees To Do As You Say, Not As You Do
Want to sabotage a good company culture? Easy! Just employ leaders with behaviors that don't align with your company values. Mission, vision, and values are sets of words; culture is a set of behaviors.
You have the power to lead by example and create an environment where value-aligned behaviors are fostered. Whatever your organization says it values - people, integrity, innovation - make sure your actions as a manager demonstrate that.