Discussion on:

The three most damaging management behaviors that you probably don't know you're doing

lol @ obama attributes...they actually seem more like your attributes...

And that would be based on?

Typical. You don't have proof, can't offer any... and find the need to resort "reply anyway". At least in President Obama's case, you can find these (supposedly faulty) attributes in any 5 week period.

Toni writes: "Some managers get so involved in the day-to-day that they dont even realize theyre committing one or more of these leadership sins."

In reality, only sin #3 has anything to do with this. managers who get too 'hands-on' with the day-to-day bits that other staff are there to do don't exhibit #1 or #2 normally but instead can be very guilty of sin #4 - Not (appearing to) trust their staff. Staff can either see that as interference or mistrust - frequently both.

These are all valid; however, it would have been nice to add specific steps a manager could take to overcome them rather than water them down with caveats such as above, "if all the feedback you receive sucks..." - that tells me you either have a staff you want to get rid of or that doesn't know what they are doing (resulting in the same thing). It's typical for management to THINK all of it sucks, especially when they follow #2. More helpful would have been to show how to elicit good feedback so that it doesn't suck. Often the way it's asked for guarantees that what they get sucks.
Number 2 assumes that someone has hired the staff that works for them. In many cases this isn't true - they've inherited some of them. This is where the greatest problem emerges - where the staff they didn't hire intimidates them because they know more than the manager. Maybe that's another topic to be addressed - how to get the most out of people who DO know more than you!
For #3, some managers are required to do hands-on due to limited staff. It would be helpful to show what steps they could take to avoid the sins, such as scheduled meetings, 1 minute (is that passe now?) strategies, etc.
I've had bosses who committed all 3, (a real nightmare to work for), but mostly it's an ebb and flow depending on business requirements and situations.
Thanks, Toni.

From my personal experience, it seems that those three behaviours are considered mandatory skills by upper management when hiring middle level managers.

#3 is rather incomplete though. It's usually less consistant than the boss never available. It's more what I call spasmodic Micro-Management. Where the boss is NEVER available when there's trouble that needs HIM/HER to make a decision, but the boss is ALWAYS available to tell the staff how to use punctuation in reports.

The worst thing any manager can do is micromanage. This is also pretty common because when presented with a new challenge such as leadership, often people revert to what they know which is the job and another confidence crushing, disempowering micromanager is born....

The three are failing to listen to employees, issuing a steady stream of orders, and failing to share whatever information they want.

Best regards, Ben Simonton
Leadership is a science and so is engagement.
http://www.bensimonton.com

My most bizarre experience was with a president who kept hollering, "Circle the wagons!" Problem was that every time we'd get together, the requirements changed, and when I referred to my notes from the previous meeting, he would claim all of us took our notes wrong. No one would admit to whatever caused the missed communications, so we had to rip up code and restart. It would probably surprise no one reading this that the company is no longer in business; fortunately I was employed elsewhere when it went under.

I do agree with the three, but also with jamiefixit that micro management should be added to the list. Secondly, your list is gender independent.......thanks,

There have been some posts that are personal attacks relating to gender that have been deleted. I urge everyone to review the terms of use that you agreed to when you created your account. Here's the link:

http://cbsitou.custhelp.com/app/answers/detail/a_id/1320/?tag=ftr

Ignoring the success and careers of your employees is also a frequent mistake. My favorite boss regularly discussed my professional growth and provided invaluable feedback for my career. The result was a team of driven, loyal, and satisfied professionals who knew where they were going. I would consider taking a pay cut if I could work for him again.

out of experience as a project manager on customer project: tolerate or allow poor performers to go on unscathed, is much worses than lack of bonus or finaicial incentives for succes,

and the cheapest one: not giving attention to employees or team members ....it is not very expensive and very effective

M Legrand

Remember there are two rules that work:
1. Boss is always right
2. If the boss isn't right, look at rule no.1

We've got three main managers...one is primary. The other two report directly to the first, but are in charge of the two halves of our division. The three very rarely have the same information or insight on any given major topic. One thrives on chaos; one is very much a "let 'em work and stay out of the way" leader; and one has self-esteem issues and just about panics whenever a company manager makes an offhand comment.

We've had the same comment-criticisms directed at mgmt for 5 years, and every year, the division head seems surprised at the results.

Leaders who use fear to keep their followers in line will not have followers for long. Constant fear of reprisal is oppressive and will lead persons to seek alternative employment. This leads to higher turnover rates and a much less skill base in your staff.

Instead, use their mistakes as learning experiences. I like to believe that most people will strive for excellence when they know their efforts are appreciated. If you know that the person leading you is genuinely interested in your success, you will tend to try harder. When you know that you have the freedom to fail, you are more likely to think outside the box and take risks. When people take risk, they might make you company look really good if the risk pays off. If they don't take risk, your company will likely stay mediocre.

The best leaders are the ones that know how to teach, how to listen, how to encourage, how to equip their employees with the necessary tools to do their job and how to move obstacles from their employee's way.