When we speak with managers, they frequently express a desire to lead and manage more skillfully, and we frequently receive the question, “Is there one thing that can really make a difference in the way I obtain results from my team?”
Given that management is an amalgam of various beliefs and components, it is challenging to identify one factor that would create such a difference.
However, if there was a better question than the one I’ve highlighted below that could completely change the way you receive results from your workforce, I have yet to come across it. Let me first make a few remarks about managers who annoy and anger their team members before I move on.
According to our research, managers engage in a variety of behaviours that may discourage employees from exerting the necessary effort to give their best performance.
As you go through them, consider whether you have ever engaged in any of them.
- Giving team members insufficient feedback on their work.
- Finding it challenging to assign tasks to others so they can gain experience.
- Does not acknowledge an individual’s entire performance
- They behave inconsistently overall.
- Publicly criticises
- Does not handle disagreements in a way that promotes relationship harmony
- Doesn’t always follow through on promises
- They focus on what employees do wrong rather than trying to catch them doing something right.
- Has a rigid and dictatorial demeanour.
- Rarely discusses the company’s principles or objectives.
There are, of course, many other reasons for frustration and demoralisation in a team, but do you ever catch yourself going down these roads? If so, you can join the large number of people who prioritise their bottom-line results over those of others.
Instead of helping team members who need assistance along the way, many managers focus solely on the achievements that are being achieved. This brings me to your inquiry.
What inquiry could you make of yourself that would revolutionise the way you motivate people to work hard?
Well, as managers, we provide the framework and serve as an example for others to follow.
So, consider the aforementioned 10 points and consider how you might feel if you were the target of any of those behaviours.
Consider whether or not your manager followed any or all of the ten suggestions.
What would you say in response? What would your response be? What would your performance be in that situation?
Of course, some of those points will be more applicable and relevant to your situation than others, so you should be aware of the effects of your behaviour on your team before focusing on the specific behaviours that have the biggest effects on engagement and morale.
There aren’t many things you can do to significantly affect how your team performs, but your behaviour is unquestionably one thing that does.
Ask yourself that one question and make a decision about how you will lead your team moving forward. Keep in mind that most of the time, employees are motivated or demotivated by their immediate manager.
Do you want to know more? Why not enrol in LBTC’s management courses to upgrade your skills?