Common workplace behaviours often develop into standard management practices. Many are destructive. Discover 10 such practices and find out what to do instead.
Despite our book learning, we tend to learn how things are done in the world of work from our experiences at work. Usually, our Master Mentor is the person vacating the job we’ve just landed, or the boss who makes sure we know the “right” way to do things.
By watching and observing what happens when things don’t go as planned, we get a pretty good idea of how things should be handled. We may learn that when we need to get something done, we get tough. When following procedures doesn’t work, we go around people.
Whatever our experiences in the trenches, they will likely shape the practices we employ at work – some good, some maybe not so good. To help us sort through and evaluate our work practices, here are 10 Management Don’ts – things managers should never do – and what to do instead:
- Don’t create a policy every time somebody makes a mistake
Don’t overreact. People make mistakes. Everyone does. Sometimes people make big mistakes, like getting distracted on the internet when a friend sends a link to an online game or sending an icy email to everyone in the company.
It’s usually a one-time goof-up. Get over it. You don’t have to build another wall around Fort Knox just because somebody accidentally took a paper clip home.
What to do instead – Have a productive one-on-one conversation about what went wrong, what problems it caused, what the individual should have done (or not) and why. Use questions to make it a learning moment for the employee so that they can discover how to fix it.
- Don’t lie
In other words, don’t distort the truth, withhold information, or make things up, even if it’s for a good reason. Don’t keep employees in the dark. Don’t try to manipulate people to control their behaviours or feelings.
What to do instead – To avoid keeping employees in the dark and making them feel you don’t trust them, be open and honest with them. When something isn’t working out, say it. When things are going well, let people know. When you have concerns, share them. When you need something next week and you’re worried it won’t get done, tell the person your concerns.
Keep your staff apprised of everything going on. Beyond privacy and legal bounds, there shouldn’t be much preventing you from sharing. Have the difficult conversations and be straight about what’s on your mind.
- Don’t hide behind policies or senior management when making a tough decision
Don’t tell employees you can’t do something because of a policy or the fact that somebody else made a decision.
What to do instead – Give reasons. If a policy makes sense, stand by it and explain why. If you believe something is unreasonable or unwarranted, say so. If you feel an employee’s request for an exception is reasonable, go to bat for them. If you don’t think the point is worth the battle, explain why you feel that way. Take a stand and stick by it.
- Don’t spy on your employees
With cameras, with special computer equipment, or by following them around to make sure they’re doing what they’re supposed to be doing and not violating any policies.
What to do instead – Teach and nurture principles of commitment and trust. Deal with violations, but don’t throw everyone into jail just because there’s a possibility someone might make a bad decision or did so in the past.
- Don’t be a pest
Don’t delegate minor tasks and look over the person’s shoulder to micromanage them. Don’t take away responsibilities as soon as there’s a problem.
What to do instead – Delegate broader responsibilities, providing information and training on the “how”, “what” and “why”, and trust the person to succeed. Help the person you delegated to experience accountability and learn from the experience.
- Don’t threaten staff
Using threats and intimidation in any form is a sign of a weak leader.
What to do instead – A good leader knows how to build team and individual commitment for results creating a positive environment that invites people to engage with energy and purpose. You can discuss employee accountabilities and natural consequences, both positive and negative, without making threats.
- Don’t demand that your staff do a physically impossible task just because your unreasonable boss pushed it onto you
Find ways to manage the demand by negotiating with your boss and committing to appropriate outcomes.
What to do instead – Support your staff doing all they can to exceed the commitment by creating breakthroughs.
- Don’t put employees in situations where it’s hard for them to do the right thing
Don’t ask them to do shoddy work, ignore a defect, fudge a report, mislead others, or do anything unethical.
What to do instead – Stand by your employees believing they want to do good work and feel good about their employer. Be principled and committed to the greater good.
- Don’t make them choose between work and family
Don’t let inflexible sick leave and other policies put your employees into a position of choosing between their families and their jobs. And if you do, don’t be surprised to find them violating policies.
What to do instead – Instead, find a way to inject common sense and humanity into decisions about time off.
- Don’t let employees burn the candle at both ends
Don’t beat up the employee who worked through the night to get that project completed on time when they come in a few minutes late.
What to do instead – If you want strict start and stop times, make that clear and enforce it on both ends. If you want employees to take responsibility and work late to get things done, don’t nitpick at start times. Instead, have a conversation about what’s really important, how start times support it, and what start time commitments and expectations are necessary and relevant.