How to Spot a Bad Manager

How to Spot a Bad Manager

How to Spot a Bad Manager

The success of any business depends heavily on the effectiveness of its managers. Bad and ineffective managers exist in every organisation. The worst managers fail to trust employees, disrespect employees, and intimidate employees.

Bad managers cause so much unnecessary stress in the work place and are a major cause of reduced productivity and performance. Ultimately, not everyone is management material. In fact the number of managers actually trained in management is single digit percentage of the overall number in the role and 65% of owners would choose not to hire there management back if given the choice.

One of the primary reasons for these poor displays of management are the lack of training in management, most managers are promoted from a position of competence in an unrelated role to leading a team or group of individuals, however, after promotion their behaviours rarely change or adapt to the new role, subsequently, they exhibit the same working patterns in a role which is completely unrelated. I might suggest an apprenticeship style program and training before the role acquisition to determine their ability to manage.

Arrogance
Research has shown that arrogant employees are poor performers who create stress for others and their behaviour is likely to create a negative atmosphere in the office. An arrogant manager is less likely to welcome or solicit feedback and is likely to keep sub-ordinates in a helpless position as he or she has authority over their promotions or opportunities. Such managers are also much less likely to offer mentoring or coaching, leading to a less-developed team.

Micro managing
Micro-management is one of the most frustrating habits a manager can have. By paying too much attention to every tiny detail, the manager eats up their own time, which should be spent on other things, and shows a complete lack of trust in their team. When a manager shows a lack of trust in their team, it reduces the likelihood of them coming up with new ideas and improvements.

Giving poor directions
Often, managers in a rush will bark out one or two lines of instruction when much more is needed. Bad managers provide instructions with insufficient detail, or a lack of background information. It always pays for managers to be slow and careful in the delivery of instructions, rather than rushing and becoming irritated when things aren’t done properly.

Not taking responsibility
Rather than take responsibility when things go wrong, a bad manager will blame others when confronted. Managers who blame their team members will lose respect. A manager can delegate authority but not responsibility.

Being too friendly
It is important that managers build positive, friendly working relationships with those that work for them, but it’s also important to make sure they don’t fall into the trap of being so friendly that managing the team becomes difficult. If someone behaves badly at work or is not performing their role effectively then the manager needs to be able to address this properly. If the relationship with the employee compromises the manager’s ability to do this then it has become too personal. Although likable, this manager will struggle to maintain full control of the team.

Being too critical
A constant critic is a real drain on a company’s energy and creativity. This manager’s attitude will keep people working within very narrow guidelines and discourages any attempt by people to reach out and offer new solutions to problems. Every manager should be careful to acknowledge effort and good work.

Failure to change Behaviour on Promotion
The majority of managers fail to understand the basic concepts and tenants of management, for example the majority continues to display the same behaviours from the previous role they held prior to being promoted, of course these behaviours are rarely relevant to the current role and also you are being paid an added salary for producing the same skills and behaviours.

Failure to understand that Promotion is day one of the management learning curve. Day one of promotion is the first day of your long apprenticeship in management, however again most managers now sit back with pride and assume that they have made it and no further effort is required.

To find out how to excel in management, let’s talk about joining Synergy on the “Essentials of Management Course”

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