What are common pitfalls in managing others?

Managing your people as if they are you. The best way to manage people is to understand their fears, their desires, their competency, and just understand who they are. Too many times, we think of ourselves instead of others. It is common because we found success being us. The best way to manage is to understand THEM not ME!!

Everything starts with a great onboarding experience. This is where we frame our expectations and where we can learn what our new employee needs from us. The first few weeks matter the most as new employees can often feel lost and helpless and they don't know who can help and how they can get help. Instead of giving full responsibility on day 1, it can be helpful to slow down and gradually give more responsibility over time. The key is to listen and see where your employee is at and what they need from you to be able to manage their role. After the onboarding phase, it is all about expectations and communications with regular checkups so that everyone is on the same page. Set clear targets and allow your employee to find their own way too.

Lack of clear expectations is one of the most prevalent issues I hear from employees, and from leaders (who receive that feedback from their reports). It’s one of the most solvable issues negatively affecting employee engagement and leading to low scores on employee feedback surveys around questions about meaning (aka “I know how my work matters.”) It’s also really straightforward to address by adopting an aligned goal-setting methodology organization-wide (I work with a variation of Objectives and Key Results I call “No-BS OKRs” to achieve expectation clarity up, down, and across organizations — even large ones). It doesn’t have to be OKRs, but it does take a structured set of words, meanings, and rhythms to ensure expectation clarity.

Remember why you hired them. They are there to do the job you indicated in the job description, discussed in the interview. Take on a coaching mindset, knowing that you hired them because they were highly capable, now clear the way for them, and for sanities sake, make sure you don't get in their way. Trust that they have your best intentions in mind, and let them contribute at the highest level they can.

In my experience common pitfalls with current and rising leaders are assuming what their team members need to improve their job performance and not giving team members a chance to voice their opinions on what potential changes would help run processes more efficiently. In todays workplace employees want autonomy, a voice, and to feel they are value added. People are your biggest asset, treat them right, use great communication and they will aspire to exceed expectations.

In my experience, leaders who truly lack trust and delegation fall short for themselves and others. Yes, the saying leading by example stands but equally a leader must fully trust others to do what they are entrusted for. It is mixed up that this may lack accountability, on the contrary it builds exactly that.

Overbearing supervision and excessive control can demotivate employees, stifle creativity, and hinder productivity. Micromanagers often fail to trust their team members to perform tasks independently, leading to frustration and disengagement.

Mikromanagement ist nach meiner Auffassung das einengen von Handlungsr?umen, mit hoher Frequenz an Berichtserstattung. Dies verwehrt es einer Person die eine Aufgabe zu erfüllen hat eigene Gedanken und Strategien für eine gesetzte Problemstellung zu entwickeln. Das ganze gleicht dem G?rtner der die Blumenzwiebel t?glich zieht um zu sehen ob schon wurzeln entstehen. D.h. weder kann ein Produkt entstehen noch kann irgendetwas wachsen. Gepaart mit toxischer Führung ist am Ende auch die Zwiebel, die Person, die schuld am Misslingen einer Aufgabe hat.

Jeder sieht diese Punkte hoch individuell. Die einen brauchen ?fters Feedback runden und die anderen kommen von sich aus auf einen zu, wenn sie Hilfe oder Feedback ben?tigen. Eine klare Kommunikation und Absprache, wie eine Zusammenarbeit aussehen soll, ist der Schlüssel, dass jeder zufrieden und produktiv arbeiten kann.

Micromanaging or neglecting are typical symptoms of the real problem: misunderstanding of what being an effective team manager actually means and what's expected from one. They always occur when a business has no process and poor or non-existent management training. A professional manager maximises team productivity through developing (and if required replacing) individual team members to reaching their true potential through professional training, guidance and support. Monitoring of individual and combined team performance allows early identification and correction of personal, professional or environmental issues within the business.

I think we tend to think communication is about talking to, or telling. In reality, communication at it's best, involves meaning-making. To get to meaning making as a people leader, we need to be really good at finding good questions we can ask that provoke thinking, feeling and conversation. This helps the employee being managed integrate, own, and contextualize the topic.

Kommunikation l?st 90% aller Probleme. Oder anders rum: schlechte Kommunikation schafft 90% der Probleme innerhalb Teams und Unternehmen.

Making the assumption that if they get it wrong or not how you wanted it that they haven't understood. Leaders need to adapt the way they communite to suit their team. We all have a preferred way of communicating and being communicated with, a few small changes can have significant impact.

We have a tendency when production is good to pause our communications ...don't allow that to happen. Stay connected and keep your team on pace. Your team members need your positive interaction and support constantly.

Kommunikation ist die wichtigste T?tigkeit von Führungskr?ften. Auch in der Zusammenarbeit ist es wichtig, dass man Regeln hat und sich an diese h?lt. Transparenz, Offenheit und Ehrlichkeit sind wertvolle Elemente guter Kommunikation.

Definir y delimitar objetivamente el conflicto. que las partes implicadas trabajen sobre él en conjunto. Aportar múltiples opciones hasta llegar a la más satisfactoria para todos. Llevar a cabo comportamientos desescalativos y favorecer que el conflicto sea funcional y desemboque en una situación mejor.

Avoiding conflict is a common pitfall in management that can lead to unresolved issues and team stagnation. While conflict can be uncomfortable, it can also foster innovation and improvement. Managers who fear conflict often risk damaging relationships and hindering progress. To avoid this pitfall, it's crucial to address conflicts constructively by tackling issues early, focusing on the problem rather than individuals, understanding diverse perspectives, and seeking win-win solutions. Embracing conflict can lead to positive outcomes and strengthened team dynamics.

Constructive feedback is powerfull in conflicting situations. How best to address under-performance or a behavioural issue with staff is a challenge for many managers. It is very important to do one's best to and identify the root cause of the issue. Often easier said than done! The behavioural or performance issue could stem from a multitude of reasons, such as resentment, lack of feedback, perception of favoritism on behalf of management, lack of training, personality clashes, and many other core reasons. Knowing what the real problem is will guide the leader in knowing how best to address the situation and how best to move forward.

Konflikte haben durchaus Potenzial für Wachstum, Verst?ndnis und positive Ver?nderungen. W?hrend eines Konflikts k?nnen wir uns unserer eigenen Grenzen bewusst werden und unsere Kommunikationsf?higkeiten verbessern. Wir haben die M?glichkeit, unseren Standpunkt zu kl?ren, aber auch AKTIV zuzuh?ren und den Standpunkt der anderen Person zu verstehen. Konflikte zwingen uns oft dazu, nach kreativeren L?sungen und neuen Wegen im Umgang mit Problemen zu suchen. Er ermutigt uns, aus unserer Komfortzone herauszutreten und pers?nlich zu wachsen. Konstruktives Konfliktmanagement kann Beziehungen und Teams st?rken, indem die Konfliktpartner lernen ehrlich und offen zueinander und miteinander zu sein.

I found very useful to create a dedicated space where people can express their struggles with a non violent communication and conscious emotions facilitator because every avoided conflict contributes to create a toxic environment. Depending on culture, tipically people tend to avoid conflicts because they are afraid of the consequences , especially to be te outsider or standing for their values regardless the collective consent. Yet black sheep are fundamental for every the evolution of society and business.

Normalmente las personas que dirigen equipos cometen el gran error de no delegar tareas, responsabilidades en los miembros del equipo. ?Y ojo! No digo dejar de hacer su propio trabajo, noooo... Digo delegar y hay que entender los diferentes tipos de delegación que existen. Y no solo se trata de ser un mejor líder del equipo, si no de que por no delegar hace que otras personas no crezcan más de lo que podrían. En un equipo de trabajo lo importante es el compromiso de las personas independientemente del rol que ejerzan, ya que eso hará que el equipo, por lo tanto las personas, crezcan aún más. Hay que dejar de jefear tanto y ser más líder.

When we train people in our management training delegation is one of the most challenging skills for managers and supervisors. Having trust in others and communicating boundaries, responsibilities and level of authority is so important for delegation

Managers who struggle to delegate tasks effectively may become overwhelmed, while their team members may feel undervalued or unchallenged. Delegation is essential for empowering employees, fostering skill development, and promoting collaboration.

Algún comentario sobre como diferenciar entre orientar y dirigir. El esfuerzo debe estar en ambas partes para seguir un camino de trabajo común

Stelle Mitarbeiter ein, die Dinge besser k?nnen als du. Dann hat man auch keine Angst mehr davor Dinge zu delegieren. Zudem ist das Vertrauen in die F?higkeiten der Mitarbeitenden entscheidend.

Neglecting employees' professional development needs can hinder their growth and limit their potential contributions to the organization. Managers should invest in ongoing training, mentorship, and career development opportunities to support their team members' growth and engagement.

Everyone's journey in life is an ever-growing and ever-learning one. It just so happens that you, as their manager, are sharing that specific section of their journey. You have the power to support their self-development. Be an active listener and offer your support. There is no point in holding back with that thinking, 'What if I waste my time and resources investing into their development and they leave my team?' How about this, what if you do not support their self-development and they stay? Additionally, if you invest and they leave, they will surely be your best advocate and will spread the word, increasing the value of being a member of your team around the world. Together, you will grow.

En realidad aunque estoy de acuerdo, a?adiría qué muchos de los gerentes que ignoran el desarrollo lo hacen desde el miedo a que la persona despunte y demuestre que es posible hacerlo mejor o de diferente manera. Si tenemos en cuenta que los miembros de una organización son como engranajes de una máquina , a mayores sean los engranajes, mayor sera la máquina y mayores los resultados. Por ello es tan importante prestar atención al desarrollo de todas y cada una de las piezas de la máquina, escuchando activamente sus inquietudes, expectativas y sobre todo el feedback del funcionamiento de la empresa desde su punto de vista. éste último punto, de vital importancia para evitar escollos que quizás desde nuestra posición no hayamos visto.

Avoiding the trap of neglecting development requires a strategic vision that values and prioritizes human potential. By making talent development a strategic priority, we not only prevent boredom, dissatisfaction, and turnover but also strengthen our competitive position in the market by cultivating a motivated, capable, and prepared team ready to face future challenges with competence and confidence.

Qual é a fun??o de um líder? Desenvolver pessoas e contagiar de modo que essas pessoas permane?am motivadas e tragam os resultados esperados de maneira eficiente e sólida. E como desenvolvemos essas pessoas? Tenha escuta generosa Conhe?a seus liderados que os motiva e o que desanima Saiba os pontos e fortes e fracos de cada um Converse explique o óbvio Se coloque a disposi??o para ajudar Dê feedback's de maneira clara e objetiva Saiba adaptar sua abordagem a cada membro de sua equipe, afinal as pessoas s?o diferentes.

Une des erreurs courantes: Penser que l'autre est un miroir de soi. L'adage dit: "traite l'autre comme tu aimerais être traité", mais c'est totalement erroné. Au contraire, nous sommes tous différents et il faut donc comprendre les préférences de l'Autre pour s'adapter afin de mieux le convaincre et l'engager. Le DISC est un outil puissant pour cela.

O que vejo acontecer muito é acharmos que os outros sabem o que fazer e como fazer. O "achismo" e a suposi??o causam muita frustra??o de ambas as partes. Seja específico e claro no que pretende que os outros fa?am.

Not prioritising your own leadership development as you’re too busy with the transactional work. Without the conscious development you’ll fall back on where your confidence lies. This is often in ‘the work itself’, so you’ll be drawn into doing it all yourself or telling people exactly how to do it. Both result is suboptimal impact on performance .

As a leader coaching professional, the most common mistake I come across is the following: How may I claim to manage others, when I don't know how I function? What are my own motivational and stress mechanisms, my success and failure factors? Therefore it's quite understandable that I find it difficult to "manage". Moral => to learn how to manage: 1. Replace the word "manager" by "to manage relationships with others", which is actually a better definition. 2. Raise your level of self-awareness 3. Develop your self-management 4. Raise your level of awareness of others. 5. Then ... you'll improve your relationship management skills. Wishing you a wonderful self-discovery.

Ich bin davon überzeugt, dass die Menschen, die uns begegnen uns immer ein Spiegelbild sind und uns aufzeigen, wie wir mit uns selbst umgehen. Bsp.: Du hast ein Thema mit deinem Chef. Er ist immer ruppig zu dir. Damit zeigt er dir ganz klar deine eigenen Themen auf. Wie gehst du selbst mit dir um? Bist du wohlwollend und verst?ndnisvoll zu dir selbst – oder machst du dich für jeden Fehler gedanklich nieder? Stehst du für deine Bedürfnisse ein – oder verbiegst du dich um anderen zu gefallen? Du kannst dein Umfeld nicht ?ndern, aber du kannst deinen Umgang mit dir ?ndern. In dem Moment, wo du lernst dich selbst wertzusch?tzen und deine Bedürfnisse zu respektieren wirst du erstaunt sein, wie anders auch dein Umfeld auf dich reagieren wird.