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.
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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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