Managers play a key role in retaining and developing employees. However, mistakes often sneak into day-to-day management that can have damaging long-term effects. In this article, I will introduce you to 3 particularly serious mistakes and show you how to avoid them.
Leadership that empowers and develops people
The person directly in charge has a significant influence on whether employees feel connected to the company and remain with it for longer. Empowering leadership has established itself, at least on paper, as an effective management style that not only has a positive impact on employees, but also on the company’s success. However, three fatal and common leadership mistakes – and I’m not claiming that these are the only ones – stand in the middle of this target.
1. Free of feedback through working life
I’m not talking about giving feedback to employees, although that is also very important. It’s more about managers receiving feedback themselves. Managers should aim to reduce their “blind spot”. Without feedback, a manager cannot develop well either. It is important to have people from whom you receive honest and sincere feedback and who also dare to address challenging issues. Especially as a manager.
To avoid this mistake, managers should proactively seek feedback and establish an open channel of communication. It is important to create an environment where employees feel safe to voice their opinions and concerns. This can be achieved through regular feedback meetings or informal feedback mechanisms. The manager should also actively seek out people who are willing to give their honest and constructive feedback. They should also be given the opportunity to share their views openly. My tip: Managers should not just ask for “one type” of feedback, but include different perspectives. Anyone who experiences the manager in the work context, such as customers, coaches and colleagues, can be interesting for this. This is possible, for example, with our 361-degree feedback tool in a structured process. Managers can also consciously build relationships in which regular feedback takes place.
2. Employees are viewed purely as workers
Every employee is also a human being. This may sound totally logical, but is often forgotten in day-to-day life. No one can always deliver the same work performance. Especially when employees are going through a difficult time in their private lives, this also has an impact on their work. And vice versa: stress factors at work have an impact on private life. Unfortunately, people are often only seen as professionals in the work context. However, it is important that we see people as whole human beings and support them in difficult times.
To avoid this mistake, it is essential to recognize the person behind the worker. Managers should be aware that every employee has individual needs, strengths and weaknesses. It is important to create a supportive environment where employees can share their personal challenges. Managers can do this by listening to employees’ concerns and responding empathetically. Flexibility in work arrangements, such as the ability to adjust working hours or offer support in dealing with personal crises, can also be helpful. When (actually high-performing) employees experience understanding, this strengthens their emotional bond with the company.
3. Independence is demanded, micromanagement and failure sanctions are practiced
Independence is advertised in job descriptions for good reason. But unfortunately, the reality often prevents this. If something goes wrong, many companies first look to find the “guilty party”, the failure is blamed and the person has to justify him/herself. The result of such a destructive error culture is that employees become anxious and avoid risks of any kind. Another obstacle to independence is micromanagement: managers take on many operational tasks themselves, control their employees excessively and become highly inefficient as a result. Both are not only fatal for people’s personal development, but also for the company’s success.
To avoid this mistake, a manager should create a space in which employees can act and make decisions independently. This requires trust in employees’ abilities and potential. The manager should communicate clearly what the goals and expectations are and give employees the freedom to find their own ways to achieve these goals. Micromanagement should be avoided by giving employees the necessary freedom and allowing them to take responsibility. This also includes adopting a healthy approach to mistakes and establishing a constructive error culture. Mistakes should be seen as learning opportunities instead of being punished. Managers can promote this by creating a culture of trust and open dialog in which mistakes are analyzed and solutions are developed together. This gives employees the opportunity to take responsibility with pleasure.
If managers reflect on these 3 leadership mistakes and adapt their management style, the foundations are laid for a healthy employee culture and growth.
Debora Karsch
