MISTAKES MANAGERS MAKES IN MANAGING PEOPLE

BY: GROUP 6 – GRACE, GLENDA, SUNSHINE & SARAH

1) FAILURE TO DELEGATE

 Providing leadership means delegating tasks to others, rather than trying

to do everything yourself. Leaders help their team members grow by
giving them responsibilities. They plan for succession by developing
managers who will one day replace them. And they surround themselves
with smart and talented people who are capable of doing what is needed
to achieve the team’s goals.
 Leaders who dominate people, decisions, and processes, lead by fear, and
lack vision will ultimately derails your team's motivation and creativity.
2) FAILURE TO SET CLEAR EXPECTATIONS

 Managers must present a clearly articulated

vision, concrete goals, and realistic
expectations to ensure employees are
motivated to perform and help each other
attain their goals.
 Learning how to set goals; specify where
your team is going and detail the resources it
can draw upon. Also, align your team's goals
to the mission of the organization.
3) FAILURE TO LEARN AND ADJUST

 Great leaders utilize the best way to accomplish a task – whether it is

“their way,” or a new approach. They are open to ideas from everywhere,
and develop ways to incorporate good ones into the organization’s
operations.
 Managers need to be flexible, willing to adjust and open to suggestions.
4) FAILURE TO MAKE TIME FOR EMPLOYEES

 Your employees look to you as more than a manager. Give them

your total attention and practice active listening. When you help
employees work through challenges, you can prevent frustration
and dissatisfaction.
5) FAILURE TO RECOGNIZE EMPLOYEES

 Treating employees fairly and recognizing their achievements will go a

long way to reducing turnover and improving productivity.
 When you don't provide prompt feedback to your people, you're
depriving them of the opportunity to improve their performance.
6) FAILURE TO COMMUNICATE EFFECTIVELY

 Knowledge is power. Effective managers promote an open exchange of

information and ideas, and are as good at listening as they are at speaking.
 “It is not the inability to listen but the inability to 'hear' what their team
[members] are saying to them.“
7) FOCUSING ON THE NEGATIVE

 Let your brain to focus on positive things.- instead

of the negative things!
 Do this instead –Be honest to yourself by proactively
identifying things they are doing right. Look for ways they
are being successful, rather than ways they are failing.
Then, offer them help and coaching on the things they
aren’t doing so well, and keep track of progress they are
making, looking for improvement rather than looking for
failure.
8) LEAVING EMOTIONS AT THE DOOR

 We are emotional beings and can only

access our true potential if our
emotions are engaged. If you want a
team of people who are engaged and
motivated, you cannot achieve that
without engaging their emotions for
better or worse. It’s simply not the
way our brain is wired to work.
9) BEING TOO FRIENDLY

 Leaders can compromise their own integrity by becoming too friendly

with subordinates.
 This doesn't mean however that you can't socialize with your people.
But, you do need to get the balance right between being a friend and
being the boss.
 A healthy mutual respect should be the goal of bother superiors and
subordinates. Approachability is key, but not at the expense of
professionalism.
10) NOT "WALKING THE WALK"

 As a leader, you need to be a role model

for your team.
 So remember, your team is watching
you all the time. If you want to shape
their behavior, start with your own.
They'll follow suit.
11) LEADING FROM A POSITION OF POWER OR EGO.

 "Intellectual arrogance or simply put know-

it-alls who think they have the best ideas and
information, and use it to wield power or
control, destroy morale.

 It’s like a termite that slowly eats up the

being of a manager.
12) THROWING EMPLOYEES UNDER THE BUS

 Take responsibility for what goes wrong in the

areas that you manage.
 Manager are responsible for everything that
happens in their building/department while they
are on shift. Throwing employees under the bus
for mistakes or otherwise making excuses fosters
resentment and does nothing to resolve the
problem. Owning up to issues and mistakes and
being proactive about fixing those mistakes is the
best course of action.
CLOSING THOUGHTS.

 Never underestimate the amount of power you have

As a manager, your job is to cultivate an environment that supports the
success of your team. They look up to you, and the little things matter.
None of the options presented in this article take significantly more time –
they just require a new way of looking at things. And if some of it feels
uncomfortable, that’s good. Growth happens when we feel uncomfortable.