But like a virus running in the background of a computer program, their acidic personalities eat away at the goals — and ultimately the bottom line — of the company week after week, year after year.
A local company was acquired by a national company. The office staff grew, and the manager who used to have only a small staff now manages an office of more than 20 people. And after six months of this new management, things are in chaos. He has people who arrive late and leave early.
The top producers are ready to leave from frustration because they are overworked and have no support. Motivation is at an all-time low. What is going on? This is a predictable response from a personality that is a GREAT supporter but avoids even potential conflict.
Unfortunately, he is upsetting his most productive people by, in their eyes, protecting the slackers. No one ever intends to create bad outcomes.
If you are a manager, you may want to follow these simple rules to motivate your people. Set clear expectations about job performance. Have, and enforce, a written process regarding timeliness, appearance and personal responsibility.
Reward people who perform well. These are the folks to receive bonuses, compliments and support. Promptly address undesirable behavior. Undesirable behavior that goes unchecked impacts the motivation of others.
These are the guidelines for establishing a healthy environment and creating win-win relationships. Bring issues directly to the person who can do something about it. Managers can benefit from understanding their own personality patterns as well as those of their teams.
Unfortunately, it is too late for the company in this article. Their top producers are already unmotivated and will stay only until they can find other jobs. Having just ONE poorly trained manager is likely to cost this company millions in lost revenue — something the upper echelons could have avoided with relatively inexpensive training and systems.
Are you tired of struggling for success? Carole Hodges provides the kind of guidance that business owners need in this busy world. Get your Special Report:Effective managers create expectations, insist on excellent & confront poor performance. Over 40% of managers, however, under-perform in these areas.
Why? Toggle navigation. Home; About; Contributors; Contact; Are You Too Nice To Be A Great Manager? Team Dynamics.
April 20, I think of myself as a nice person who happens to be a manager. 91% of Millennials expect to stay in their current job for 3 years or less, with 45% of companies reporting higher turnover rates among this group vs.
other ph-vs.com have no problem leaving a job for one that will be more accommodating to their personal values and ambitions, holding these at a premium over career advancement in their current company.
Responses to “Why project managers get no respect”. SS December 2, at am. Permalink. As a former commercial developer that is now a PM, I can say that Project Management is very tricky.
As a PM, I have to manage stakeholder expectations, manage my resources efficiently by delegating work to the right people as well as coaching/motivating my team. Managers want employees to put in long days, respond to their emails at all hours, and willingly donate their off-hours — nights, weekends, vacation — without complaining.
Managers can benefit from understanding their own personality patterns as well as those of their teams.
Unfortunately, it is too late for the company in this article. Their top producers are already unmotivated and will stay only until they can find other jobs.
Leadership vs. Management. Disciplines > Leadership > Leadership vs. Management. Managers have subordinates | Leaders have followers | See also.
What is the difference between management and leadership? It is a question that has been asked more than once and also answered in different ways.