Ten Things Good Managers DON’T Do

Part One - We know what good managers should do, but do we also understand what they shouldn’t?

More often than not we talk about what good managers should do, skills they need, ways they should behave.  For a change I thought I’d do the opposite and identify some of the things that a good manager shouldn’t do.

Why?

Because generally when looking at ourselves and wanting to improve our managerial skills we look at the ‘what can I do better, how can I develop myself’. However, we also look at others, especially the ‘bad’ managers and try to work out what’s ‘bad’ about their style – mainly so we can avoid repeating their mistakes. This week will cover the first five behaviours on the list, next week will cover the remaining five.

There are obviously overlaps – the opposite of what makes a manager good, generally makes them bad, but I think it’s useful to explore why the ‘bad’ behaviour is just that – bad - and understand the impact it has on those unfortunate enough to be managed by such a person. Also, there’s some useful tips to make sure we don’t fall into these bad habits.

So, what is it that good managers don’t do – but bad managers do?

1 – Expect respect

Respect and authority are not the same thing.  Authority is usually given as part of a job description. It allows someone to direct the work of others i.e. makes it part of their remit to tell them what to do.  Respect, however, is where people admire someone as a result of their behaviour, abilities, qualities, and achievements.

A good manager appreciates the difference and works to earn the respect of others. A bad manager confuses the two and as they have the power to direct others think the means they also have their respect.

When members of a team don’t respect their manager they are likely to complete the tasks they are given with the minimum amount of effort, and the lowest acceptable quality.  There is little motivation to do more. People will only do the tasks because they have to, not because they want to.

There aren’t many hints and tips in this scenario, the only way to gain respect is to put in the effort to build trusting relationships, behave consistently and respect others.

2 – Make their ‘day job’ the priority

There are few managers whose only job is to manage others.  Most still have their own workload to achieve and deadlines to meet.  It’s very easy to prioritise the day-to-day work, especially if it’s familiar.  Managing others has to be of at least equal priority.  Scheduled one to one and team meetings, looking to develop the team are not just nice to have once all the other work is done!

Failing to prioritise management responsibilities results in people not feeling valued, and people who don’t feel valued are hardly likely to perform at their best.

One way to make sure that people management is prioritised is to diarise time for it.  Schedule meetings, and only cancel/postpone if absolutely necessary. Let the team know that they are important.

3 – Micromanage

True micromanaging i.e. checking in all the time, looking over people’s shoulders as they work, jumping in and doing a task for someone, is thankfully very rare – most managers wouldn’t have the time for it even if they wanted to operate in this style.  However, it isn’t uncommon to come across managers who are quite controlling.  They only delegate when made to, there is no flexibility in how tasks are completed, and often they have an ‘I know best’ attitude.

If people aren’t given responsibility, flexibility and the opportunity to grow it’s very disempowering and de-motivating. An organisation also loses out as more efficient, effective, and productive ways of working are never identified.

A good manager will delegate as much as possible.  People should be given, where appropriate, the ability to determine how a task is completed, as long as the desired output and standard is achieved.  A good manager will support their team to find their own strengths and build on them, and not try to always control what they work on, when or how.

4 – Think knowledge is power

Sometimes called the ‘mushroom mentality’ (keep everyone in the dark and feed them manure!) this type of manager has the idea that if they know ‘stuff’ that their team doesn’t it gives them power.  It’s a bit like the authority/respect confusion.  Having knowledge others don’t have makes them feel more important, sharing the information would somehow diminish this.  Now in some circumstances managers may well know something about the organisation that they have been instructed not to share – which is fair enough. But if a manager has information, and there is no ‘embargo’ then there is no managerial reason not to share. 

People will not trust or respect someone who deliberately withholds knowledge and information with no good reason.  It isn’t just the manager that people won’t trust, it will impact how employees view the organisation as a whole.  The ‘grapevine’ will do its worst in businesses that don’t share.

A good manager will always share as much information with people as possible, and make sure they understand what’s being passed on.  They will ask for thoughts or concerns if the knowledge relates to anything that has a direct impact on the team.  Not only will this keep everyone informed, but there is a greater likelihood of involvement and acceptance, which is invaluable during times of change.   

5 – Talk more than they listen

A manager who talks more than they listen is going to lead a far less effective team.  Being a manager does not automatically mean that what you have to say is more important, or correct or interesting that anything anyone else might contribute.  No matter how well meaning a talkative manager is this behaviour is likely to deter others from contributing to discussions. Fewer contributions will result in fewer ideas, which in turn means the best results are going to be missed. The more a manager talks the less they are going to find out about their team, their ambitions, personal circumstances, and ideas.

Being a good listener is very effective in building relationships, trust and respect with others.  When someone properly pays attention to someone else that person feels valued, respected, and important.

A good manager will encourage others to talk.  In one-to-one meetings let the other person do most of the talking, ask open questions to encourage them to contribute, don’t allow distractions, and use positive body language to show them they have your full attention.  Either operate an ‘open door’ policy so that people can approach you when they need something.  If this isn’t practical then make it clear when people can come and see you, and that you are always willing to listen.

Is there anything you recognise in managers you’ve had in the past?  What did you do to try and address their poor behaviour?

Food for thought?

Next time we’ll cover five more things good managers don’t do.