Common Management Mistakes and How to Avoid Them
Common Management Mistakes and How to Avoid Them
There are many errors that both new and experienced managers make, but three of the most common are:
- Micromanaging
- Contradictory statements
- Unrealistic expectations
So, how can managers avoid making these mistakes?
1. Micromanaging
All managers delegate tasks. Delegation means to entrust a task to another. Note the key word: Entrust.
Managers who delegate tasks but fail to entrust the task, are failing in their role.
Good managers entrust the right task, to the right person, at the right time.
If you are a manager, then do not micromanage delegated tasks, since it displays a lack of trust, causes annoyance and defeats the whole purpose of delegation.
2. Contradictory statements.
Managers should make clear, unequivocal statements, that are free from internal contradictions.
Managers who make decisions in the morning and then reverse them in the afternoon, cause chaos in the teams they manage. The team members say to themselves, "They keep moving the goalposts" and "I wish they would make up their minds".
A culture of constant contradictions and reversals is demoralising, and it destroys coherent planning and implementation.
If you are a manager, don't dither.
Instead, before you make the decision, take more time to think; take into consideration all the available evidence, then make a firm decision and stick to it for long enough to properly evaluate its results.
3. Unrealistic expectations.
Managers set SMART targets. The "T" refers to Time deadlines.
Targets should have time deadlines imposed upon them, which indicate by when the goal should be accomplished.
Many managers set goals for colleagues, but they have unrealistic expectations of how long tasks take to complete. They impose deadlines which are unrealistic, and which upset and annoy the person receiving the task, who regards the request as impossible and stupid.
Obviously, this is a formula for conflict.
When setting goals, consult with those who will implement them and negotiate the deadlines with their experience and opinions built in.
Only those managers who listen and incorporate their teams' inputs, succeed.
Leadership and Management Training
To learn more about how to avoid common management mistakes, we recommend you attend our two-day Leadership and Management Training Course, which is available both face-to-face and online.
Definition: Micromanaging
Micromanaging is a work behaviour where a manager holds tight control over every small part of a task. The manager gives strict orders, checks each step, changes minor details and trusts the team very little. This style crushes staff drive, slows work and raises stress.
Show CG4D Definition
- Keeps close and constant control of each task step
- Gives strict, detailed orders that leave little room for team choice
- Checks progress often and changes small points during work
- Shows low trust in the skill and judgement of the team
Article Summary
Good managers avoid micromanaging, mixed messages and rash deadlines; they trust their people, hold to clear choices and set shared, realistic time goals, lifting both morale and results.
Frequently Asked Questions
Here are some questions that frequently get asked about this topic during our training sessions.
What does micromanaging mean in management?
How can I stop myself from micromanaging my team?
How do contradictory statements damage team performance?
What helps managers make clear, steady decisions?
How can I judge if a deadline is realistic?
What are the key parts of a SMART target?
Why involve the team when setting goals and deadlines?
Thought of something that's not been answered? Ask Us Today!
Did You Know: Key Statistics
Gallup’s State of the Global Workplace 2024 finds that teams who feel trusted by their manager show 29% higher engagement and are 60% less likely to plan to leave within twelve months. Asana’s Anatomy of Work Global Index 2024 reports that knowledge workers lose 28% of their working week to duplicate or unnecessary tasks caused by unclear or shifting priorities.About the Author: Chris Farmer
Chris Farmer is the founder of the Corporate Coach Group and has many years' experience in training leaders and managers, in both the public and private sectors, to achieve their organisational goals, especially during tough economic times. He is also well aware of the disciplines and problems associated with running a business.
Over the years, Chris has designed and delivered thousands of training programmes and has coached and motivated many management teams, groups and individuals. His training programmes are both structured and clear, designed to help delegates organise their thinking and, wherever necessary, to improve their techniques and skills.
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