Much like Darkseid’s Anti-Life Equation, the Anti-Manager Equation can destroy all life in your business.
Some Back Story
When I was a manager, although not a manager of a huge team I tried my best to make sure everyone was treated the same, rewarded for great work, and when things weren't right we all shared in fixing the issue.
I probably wasn't the most effective leader in hindsight. I was the worst, god I hope not.
Working for a bunch of different managers, and managerial styles over my life I have seen and heard of things that aren't the best way to be a manager of people. Some of them were really good at the business and how the numbers work, but they weren't really good with people. With threats of downsizing and layoffs to get people "motivated," and was rude and condescending.
This is really only one example of managers and execs at their worst when it comes to managing their employees. These folks needless to say that were treating their employees this way aren't doing so well, and have closed down a couple of their offices now, and probably won't recover.
What are the Factors of the Equation?
The factors that will ruin your leadership potential, and lower your managerial Klout in your office and business.
There quite a few different factors that can ruin your ability to motivate, manage, and lead people. We are going to explore three different factors that could destroy your credibility as a manager, and lower your respect level with your employees.
Condescending: this is something that gets mentioned quite a lot when I am talking to different people in different fields.
having or showing a feeling of patronizing superiority
Do you know anyone like this? Are you someone like this?
As a manager when you are talking to people in your employ, how do you come off to them?
Having a rank that is considered higher than the other coworkers doesn't make you more superior than the rest. It means you've done your time, and have been given a promotion for your hard work, and skills. With time they could be your replacement.
A key to keeping people is not having a superiority complex over them, and lording your power to a point where they feel threatened want to leave. If they don't feel comfortable with coming to you for the simplest of things you should be prepared for some massive disengagement from your people, followed by an exodus.
Micromanaging: the ability to manage every little thing people do is not a skill not is an unneeded part of management. This hurts and bottlenecks ideas and employee growth.
control every part, however small, of (an enterprise or activity)
Nothing says I don't trust you like micromanaging someone. If you give them a task and don't let them complete it without your interference every step of the way you are micromanaging.
Now wait a minute you're thinking some of my people are new and I need to be there to guide and mentor them! Yes, yes you do, and once you get them going start getting out of their way and see where it goes. I bet they could surprise you a ton. If there is a misstep along the way use it as a learning opportunity, and explain what action might've been better and why they went with the action they did.
Believe you'll be surprised at some of the creative means people get to the end, and not everyone will get to the result you are looking for the same way as you or their colleagues. Most of the fun is the journey and experience. Be there for guidance, brainstorming, and assistance when needed but let them go and see what happens.
If you are on a day off, don't check up on the office either by calling in, by proxy, or passively. The office isn't going to burn down, whatever the employees are doing is ok for one day. As a matter of fact they are probably being more productive without you in the picture, and maybe that's the problem.
You can always fix a problem cheaper than it is to replace and train a person.
Inconsistency: responses to issues to have consistency and reason. Proportionate response to behaviour, actions, and attitudes. Small problem low-level response, a big problem a higher-level response.
the fact or state of being consistent
This sends the wrong and confusing messages to people who are looking for your guidance. There are times where things have to be considered on a case by case scenario; however, you have to know when those times are.
Telling someone they aren't able to leave early on specific days due to a higher volume of customers, and yet you leave early instead is not consistent with the message. What is the message here? It is "do as I say, not as I do." This throws off your managerial everything and lowers the respect your people have for you in a big way. Not just with the given example but with anything you say to do, and you do the opposite.
Same with responses to people over issues. If they have come to you with something and you are sweet as pie, and they have to follow up with something because it didn't quite click and you belittle them for it. Not cool and a disproportionate response to the issue and not to mention degrading and wrong. There is no issue in business that requires people to be belittled in private and not especially in the open in front of others. A better tactic would be to go with them to try to figure out where the disconnect is and guide them calmly through the process; it's probably something simple for you, but for them doing something new it won't be.
So the advice I can give here at the end is to remember what it was like when you were in your people's shoes and what kind of managers you had and liked being around. Once you see those thoughts try to emulate the people you looked up to as you moved through the ranks to be the leader not just by title, and the mentor you want to be.
You know you want to be a leader of the people so let us go out and make sure we are serving them and their needs to the best of our abilities.
True leadership must be for the benefit of the followers, not to enrich the leader.
John C. Maxwell
I hope enjoyed this read as much as enjoyed writing this for you. When you find something of value, which you should in every article, give it a LIKE, a SHARE, and a COMMENT. Everything helps build the audience and the brotherhood.
Ride Hard and Live Long.
Sincerely,
Rob Hicks
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