Ten Things Good Managers DON’T Do

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

Last time we looked at five things a good manager doesn’t do –

1 – Expect respect.

2 – Make their ‘day job’ the priority.

3 – Micromanage.

4 – Think knowledge is power.

5 – Talk more than they listen.

This time we continue the theme and considers another five bad manager behaviours – again looking at the impacts of the poor behaviour, and what can be done to avoid picking up these bad habits.

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

6 – Think they have to have all the answers

Let’s start by being very clear – one person cannot know all the answers.  Really, they can’t. Let’s also bust another myth – that not knowing the answer is a sign of weakness.   Apart from the fact that there can sometimes be multiple answers to a single question – with no real ‘right’ or ‘wrong’ response, not knowing an answer is not a weakness.  How you respond to not knowing could be!  Bluffing is an option – but likely to result in being found out at some point in the future.  Once a bluffer is discovered they will struggle to regain credibility.  Blagging is also an option (starting a response with ‘I think…’ or ‘my understanding is…’ and then checking after and providing correct information if the first statement was wrong!  This can work, as long as it isn’t relied, and the original answer isn’t corrected too often.  If this is the case no one will rely on anything they are told until it’s confirmed!  Honesty is the best policy.  Admit to not knowing – but determine to find out the answer and provide it as soon as possible.  Honesty is not a weakness.  It builds trust and reliability, when an answer is given it will be accepted, when an answer isn’t immediately forthcoming it’s understood that one will be available.

7 – Makes decisions in isolation

Sometimes a manager has to make a decision on their own – it comes with the territory, and good decision-making skills are required for good managers.  However, bad managers will always try and make the decisions on their own.  They see it as their job to decide and inform i.e. they have to tell everyone what to do, and sometimes even how.  This behaviour disempowers and demotivates teams.  They have no say, let alone any degree of control, over what they do.  It’s quite patronising for a manager to assume that they will always come up with the best decisions. 

A good manager will, wherever possible and practical, discuss issues with their teams.  They will ask for ideas and suggestions on what to do in certain situations.  Collaboration builds trusting relationships and is a great motivator for people.  They feel valued.  In those situations where decision-making can’t be shared, be open about how the decision was made, and why it wasn’t possible to involve others. 

8 – Take credit and apportion blame

If there’s a success it’s somehow always down to them, if there’s a failure, or some sort of issue then magically a bad manager will have little to do with it and it becomes either the team’s problem, or even worse and individual’s problem.  Either way this is amongst the worst of bad manager behaviour.  Teams resent not being given credit where it’s due and become fearful of discussing issues or mistakes.  They know the blame culture will point the finger – without considering why the mistake happened, or constructively working out how it can be addressed to avoid it happening again. 

A good manager will try and do the exact opposite of the bad manager in this case. If something goes well then the credit goes to the team, or a specific individual.  This not only relates to public recognition, but also regular thanks for a job well done.  When people feel valued they are more motivated.  Conversely, if something goes wrong the manager accepts the responsibility publicly.  Behind the scenes they will then work positively with the team to address they why of the situation and the how of avoiding it in the future. If a team knows their manager has their backs they are more likely to be creative, which often will lead to efficiencies that would not otherwise have been made.

9 – Ignores development

It’s all about getting the job done.  If there is any ‘development’ at all it is directly related to the business and the role the individual plays in it.  Personal development is the individual’s responsibility and takes place outside of working hours.  People in teams managed like this feel disengaged, they are just a cog in a wheel.  They do not see themselves progressing within the organisation. They don’t feel valued, in some cases they don’t even feel like an individual! 

A good manager understands that investing in, and developing, people not only strengthens relationships and motivates staff, but that the investment will likely result in better productivity.  Development doesn’t always mean undertaking formal/professional training or attending courses.  Development can be mentoring, secondments, signposting, or flexibility to allow people to follow other pursuits.  Development facilitates succession planning; people can see that there is a future for them within the organisation.

10 – Think it’s all about them

The big ‘I am’.  The job title goes a little bit to their heads and bad managers see their position as a reflection of their importance.  It’s more about what you can do for them, ‘don’t you know who I am’ mentality.  In a way it’s the combination of all the other nine behaviours listed.  People with managers like this are usually disengaged, demotivated, disempowered and looking for another job!

Good managers, who have avoided the other nine behaviours, will fully realise that being a manager isn’t all about them – it’s about the team and how well everyone in it (themselves included) work towards making that team a success. A good manager will build trusting relationships, will value their team – as a group and as individuals – will communicate clearly and develop everyone taking account of their strengths.  A good manager will ask ‘what can I do for them’ rather than ‘what can they do for me’.

Are there any bad manager behaviours that can be added to the list?