What makes you a bad boss
Download as PPTX, PDF2 likes2,290 views
This document provides 10 ways for managers to lose reputation with employees and 10 ways to earn a good reputation. Some reputation-losing behaviors include not giving employees time off, blaming others for mistakes, only providing criticism but no praise, yelling at employees, and showing favoritism. Reputation-earning behaviors include communicating clear goals, following through on commitments, providing honest feedback, making the workplace safe for open communication, treating employees with kindness, and giving frequent positive feedback.
What makes you a bad boss
- 2. 10 WAYS TO LOOSE REPUTE
- 3. It’s not enough to put in eight or 10 hours at the office. You make them answer emails or phone calls at night and on weekends. You don’t think they need a day off. In a survey by NPA, 41.5% of workers say they were motivated to change employers because of issues like job travel and hours. -
- 4. you make mistakes, so it’s much better to let someone else take the fall if something goes wrong. You’ve got much more at stake, you believe.
- 5. You’re always quick to offer advice on how an employee can improve, but never give a shout-out when they are doing something well, like handling a difficult customer or completing a project ahead of schedule.
- 6. Raising your voice may be your way of getting someone’s attention and signaling your passion for the work, but to the employee being yelled at it is humiliating.
- 7. A David Alpin Group survey found that one of the top five reasons employees leave is because the company or managers lack honesty and integrity. Keep in mind that employees pay attention to what you say – and don’t say – when they judge your worth. Actions that hint at deceit or underhanded tactics will prompt employees to lose respect for you and look for jobs elsewhere.
- 8. All jobs have boring aspects to them, but employees are willing to put up with them as long as they feel their careers are being developed in other ways. Once employees are bored with their jobs then trouble begins: The Alpin survey finds that 50% of employees say once they start thinking about leaving, they put in less effort.
- 9. Employee unhappiness is often triggered by what the workers perceive as unfair pay (such as when a new employee with less experience earns more than seasoned workers.) The Alpin survey finds that insufficient pay or unfair pay practices is the No. 1 reason they would leave their jobs. At the same time, 61% say they would trade their base pay for more time off.
- 10. If you fail to keep employees informed about what is going on or don’t actively solicit their input on a regular basis, then they become disengaged. Gallup finds that the 30 million engaged employees in the U.S. come up with the most innovative ideas, create most of a company’s new customers and have the most entrepreneurial energy.
- 11. Mood swings, moving targets and random decisions make employees feel like they’re in the land of Oz. If you’re going to change policies or procedures, give them advance warning and plenty of time to understand what you want. As for your mood swings? Call Dr. Phil and don’t inflict them on workers.
- 12. Whether you’re showing favoritism to certain workers, taking credit for work that you didn’t do or are arbitrary with bonuses, not being scrupulously fair can sink morale and force employees to begin dusting off their resumes.
- 13. 10 WAYS TO EARN GOOD REPUTE
- 14. Don’t be a jerk. If you yell, disparage people, get defensive, shoot the messenger, or publicly berate staff members, it’s a safe bet that you’ve landed in jerk territory. And remember, good people have options, and few of them will want to work for a jerk, so this behavior risks losing your best employees.
- 15. One of a manager’s most important responsibilities is to communicate clear, concrete goals and make sure that your staff knows what success in their jobs looks like. Here’s a good test: If you and one of your employees were both asked what things are most important for him to achieve this year, would your answers match? If not, it’s time to do a better job of articulating clear standards of success.
- 16. Do what you say you’re going to do, in whatever timeline you committed to – whether it’s giving feedback on a project, liaising with another department, or making a raise come through. (A subset of this is being responsive. If people have to follow up with you to get a response, you’re not being responsive enough. It only takes 30 seconds to write, “I won’t have time to look at this until next week.” If nothing else, let people know where things stand.)
- 17. Great bosses tell people where they stand, no matter where on the spectrum it is. They’re clear with each employee about what they do well and where they need to improve, and they’re also clear about how the person doing overall. Employees should never need to wonder what you think of their work. Of course, that means that you need to be honest about performance problems. While talking about performance problems isn’t pleasant, it’s far worse for employees if you don’t care enough to tell them about areas they need to improve in. Even if you’re convinced such a conversation would be fruitless and the employee can’t change, he deserves to know—because maybe you’re underestimating him, or maybe it would be useful for him to understand the ways in which he’s a bad fit for this work, or maybe he just deserves a chance to see the writing on the wall so he can start looking for other positions. If a manager has complaints or concerns about an employee and the employee doesn’t know it, the problem is at least as much with the manager as with the employee.
- 18. And make it safe for people to be honest with you. Ask for input on everything from how people think last week’s event went to how your department could function more effectively. And if you don’t like what you hear, don’t get defensive. You want to create an environment where employees aren’t afraid to say that something is a bad idea or that a deadline is unreasonable.
- 19. Don’t have rules and policies for their own sake; make sure each is connected to an actual business need, and be willing to explain that purpose. Also, be willing to bend the rules if it makes sense overall; don’t get so committed to rules and regulations that you lose sight of the larger goal: to get great work done.
- 20. There’s no overstating the value of a manager who knows how to make things happen, whether it’s expediting a production process, adding a new staff position, or replacing that incompetent assistant.
- 21. A good manager minimizes drama, rather than causing it. If your team lurches from one crisis to another, with interpersonal conflicts and gossip arising regularly, you’re not doing your job! Model a no-drama approach for your staff, and instill that ethos in your culture.
- 22. This could range from training and better equipment to the elimination of a counterproductive policy. Or you might find out that people want you to intervene with a problem coworker or another department, advise them on how to handle a sticky situation, or give more targeted feedback.
- 23. Even in the hardest moments, like letting someone go, treat all your employees with kindness and dignity. You have more power in this relationship, and that comes with the responsibility of exercising it with reason and decency.
- 24. Remember that you can’t give too much positive feedback, as long as it’s sincere. Giving positive feedback is like handing out chocolate; people will always appreciate it. Take a minute each day to send a positive email or make a positive comment. That email will be read over and over. You can make someone’s day with only one minute of your time.