Being a manager excites many - it gives the wings to dream big, but the language of responsibility and power injects nervousness to their nerves that might kill the careers of many subordinates. There are many reasons for the new managers failing to lead a team and the most important one is lack of training. It was revealed in a recent survey that more than 50 percent of managers received no training before starting the job. Most of the new managers get it wrong as they are not properly guided on their new roles and they recite the common myths and misperceptions that lead them to mistakes. Here are some of the most common mistakes by new managers that would ruin the career of many.
The Wrong Sense of Authority
Yes it's true that the chair of the manager is built of power and authority; however, many often forget that the chair is the citadel of respect to all - the subordinates, bosses, and friends. The other side of the coin is that many new managers feel very constrained in the new role as the load of responsibilities shrinks their freedom. Their expectation of wielding the designated power often vanishes once they climb into manager's chair. These wrong ideas of being a manager lead them to mistakes in dealing with the team members and the execution of plans often meets with troubles, which ultimately make the life of his subordinates miserable.
Never-Ending Changes
They say change is good, but their teammates say, not the unnecessary ones. The lack of experience in leading a team makes them jitter at the execution phase. It's when the new managers change their plans too often to meet the unexpected situations. Changing the routines and procedures without notification or adequate discussion lowers the employee morale. Sometimes the manager's excitement about a new change kills the interest of his subordinates as the change may not be needed or would invite unwanted results.
Hesitancy to Give and Receive Immediate Feedbacks
It takes one to be highly professional to give and receive feedbacks on time. The failure of managers to give apt, timely feedbacks to their team members closes the doors of growth before them. A harsh feedback can kill the employee morale too. Many develop an attitude of "I have all the answers" which makes it hard for them to solicit the feedbacks from subordinates. The stories of managers going after people who give feedback, that are meant to be positive, are often heard in the corporate world.
Focus Only on Tasks Not on People
New managers tend to live their previous routines where their sole focus was to accomplish the given tasks. However, they fail to realize that developing interpersonal relationship is an integral quality of leaders. The ideal motto of a manager is to help his subordinates to accomplish the tasks in an outstanding way and not just to focus on the budgets, reports or planning. The career of subordinates depends on the managers, and the inexperienced managers tend to make things very complex which will make life hard of the teammates. They fail to become the people managers, but rather become just task managers without realizing the needs of their subordinates.
Sets Intangible Goals
The excitement of being manager fills in ambitious aims which lead them to set targets that are unattainable and intangible. It obviously increases the work pressure that may leave the team members with no options but to call it a quit. Such targets kill the self-esteem and morale of the employees as they can never meet the deadlines. Making such a negative motivational effect on employees can be the worst thing a new manager can make.
Courtesy : SiliconIndia
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