Bad Manager Practices Is Your Worst Enemy: 8 Ways To Defeat It

Research over the years has shown that bad managers' practices add insurmountable amounts of pressure on employees significantly reducing their ability to focus and productivity. Ultimately, leak professionals from the company.

 

I think in your career you went through a bad manager model, or you sat down with your friend and he started complaining about his boss's bad behavior at work, or I heard about a competent employee who lost his job even though he loved his job, but the work environment is no longer tolerated because of his direct manager's practices. 

 

Then let us answer the question on your mind now!

 

What are the worst practices of a bad manager that lead good employees to leave?

-Unnecessary meetings

Meetings need to be an added value for staff, such as exchanging ideas, reaching a decisive decision, or coordinating work, and if anything else there is no need to hold meetings. 

So as a manager, you have to respect staff time and follow strategies to improve meetings, including holding strategically important meetings for them, starting with a clear plan of what you want to cover during the meeting and getting everyone to follow.

 

-A lot of information.

It is necessary to provide staff with the appropriate amount of information to carry out their tasks, but it is bad when much information is provided, especially not relevant to the task, which reduces and weakens productivity.

Good manager, give the information to your employees in batches and through multiple channels to give them a greater chance to better absorb the information.

 

-Late response

When a staff member asks a question, you don't ignore it until you have time to answer, because that would waste the staff member's time getting the answer from other sources and might be wrong, and that would ultimately lead to staff confusion and loss of objectives. 

Make sure my dear manager to learn the skill of setting priorities and organizing your time to answer all employees' questions. Believe me, this will ultimately be in the best interest of the company and achieve the goals efficiently and effectively.

 

-Trying to control everything

Restricting staff in their work, field, or role will impede their productivity and abilities and reduce their ability to innovate at work. My advice is to give your employees the freedom to work, and give them guidance and suggestions, not orders!

 

-Fear and reluctance to make a decision

Sometimes there's a weakness in analysis when you try to think about every option before making decisions, and some say hesitation is too bad to be wrong.

Your team looks forward to getting guidance from you on a daily basis, which means you have to make a lot of decisions every day, so you have to make effective business decisions using data analysis

 

-Change often

Like a manager who talks more than a new idea and changes his team's priorities quickly. For example, managers who launch new initiatives and open many new projects to replace those that have not been given time to work or have not already been completed.

Here, employees will begin to question the efficiency and vision of the management, not to mention that they will feel insecure about their jobs and the future of the company.

 

-Criticism without praising staff

Everyone makes mistakes, and it's easy to point them out. Therefore, mistakes are not used as a means of blaming staff, but rather encouraging and giving them more training such as leadership training courses in London, using so-called job shadowing and changing role strategies.

 

-Trying to curb competencies

Bad managers view the highly qualified in their team as a threat to their charisma, for example, what would people in their surroundings say if these employees had more knowledge, tools, and better skills?

Don't forget that the constant fear that their team's high performance will outperform them and prevent them from taking advantage of their real potential.

I advise you to use qualified staff, to pay tribute to them and to provide them with every means of assistance. It is okay to learn from them and also to have their advice.

 

Finally, there is a study concluded that 44% of employees leave their jobs because of the manager above all else, even if this job guarantees them material and social benefits, a finding that is perfectly consistent with the old administrative argument: People Leave Managers, Not Companies.