Employees today are often promoted through the ranks without always receiving the necessary training on how to be a rockstar manager. Through their ineffective behavior, their team's production levels begin a steady downward cycle, ultimately ending in terminations, resignations, or demotions.
Many productive employees leave an organization because of something their supervisor is doing—or not doing. Whether leaders find themselves too overwhelmed with responsibilities to take an active interest in employee development or haven't received the proper leadership training to inspire creativity, take risks, and cultivate project ownership, the results are the same.
One of the biggest trouble spots arises in finding the balance between micromanaging and delegating. New, overzealous managers feel they need to know everything at all times. From their employees’ perspectives, this may be interpreted as a lack of trust and autonomy.
Help your supervisors learn how to walk the fine line between micromanaging and delegating, and enable them to motivate, lead, and inspire in even the most challenging times.
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I really love working with people in management positions, probably because I’ve been in management for the better part of 17 years. I’m just in awe of the tremendous impact a great leader can have on those he or she leads, and I’m also aware of the devastating impact that poor leadership can have on the employees and a company as a whole. Between you and I, I prefer the former.
Regarding my own management experience, I’ll be brutally honest: Early in my career, I was terrible. I could have been a poster child for how not to manage. I was awful… until I wasn’t. I made a conscious decision to become a rockstar leader, and I completely immersed myself in learning how to lead others effectively. For most of my career, I’ve been able to do just that. I’ve been fortunate to win awards and the teams I have led have been recognized as being among the best in their respective industries.
Whether my client is an individual or a team, whether I’m conducting a management training or coaching, my approach is fairly consistent: inspire, motivate, listen, teach, challenge, hold accountable, add value, and celebrate victories. It’s how I help people turn their potential into performance.
