How do buildings affect organizational behavior?
Leadership behavior: Guaranteed methods against leadership errors
As a manager, you can end the 3 biggest management mistakes within 4 weeks
A leader is just an individual on paper, but his actions and tasks - good or bad - affect your organization immensely.
Positive behavior can help foster a culture of respect and trust - negative leadership behavior, on the other hand, makes employees (and teams) suspicious, cynical, inefficient and ineffective.
Of course, a manager's bad habits don't show up overnight, they gradually develop over time.
Employee management begins in the head of every boss, the subject of psychology always hovers over his leadership behavior and the many small (personnel) decisions that he makes.
And in order to change behavior, these many small and large bosses in a company must first understand why such a change is necessary.
Leadership mistake no. 1: Controlling & specifying instead of delegating
Carriage after promotion flutters into the house. You rise because you are considered a "problem solver".
Good for you. Good for your career. One could think so.
In the long term, you will fail colossally with this route.
You seize responsibility on the obedience and the violation of all competencies of your employees. As an unpopular micromanager, any business magazine would dub you.
Instead of letting your people learn to empower you to act autonomously and independently - ergo: to encourage them - keep them small. It is therefore not surprising that employees avoid such micromanagers like the devil avoid holy water.
How to end this leadership problem:
Think of the mentioned psychological trick: Awareness, What you Why want to change. You want to give up responsibility. Advantages for you: More of your own freedom and enthusiasm on the part of your employees.
Then pass on all information and above all responsibilities to the group, including those that affect decisions - everything that your team members can do just as well (and admit it: often better) than you can.
Don't be afraid to make it official.
Transparency is particularly popular in today's working world, modern leadership wins every employee.
State things that you have usurped in the past without care and why you think you made mistakes. Then describe in which projects / decisions / processes you will give up power in the future and distribute competencies over several shoulders.
Take courage. You will soon be surprised and glad how well and professionally your colleagues handle the empowerment.
And one more thing: Don't be afraid to admit ignorance either. Just as doctors are not gods in white, they are not a god of omniscience.
You are a manager. Your competence should lie in leadership. You are not a Wikipedia incarnate.
Admit you don't know some things. It doesn't make you unqualified or vulnerable. On the contrary: There is one more factor that will bring you a lot of trust, sympathy and transparency in dealing with your employees.
Leadership mistake # 2: hushing up feedback
Yes, we all know you, the communication gurus. They preach from sandwich feedback the importance of communication and that your career depends on it.
While sandwich feedback is not only frowned upon, it is even harmful, the feedback advocates are not entirely wrong on many points.
Rest assured, you don't have to mutate into a 24-hour communication monster in the next few weeks.
All you need is a healthy relationship with your employees - to get the best out of you and yourself. And even more: people are social beings. And so a social approach that always involves a lot of communication simply works wonders.
Not communicating, not talking about the quality of the work done and stamping employee appraisals as a formal compulsory task will cost you valuable business relationships and ruin the relationship between employee and manager.
Do not belong (anymore) to the 69% who are uncomfortable communicating with the team. You don't need a lot for that.
How to end this leadership problem:
Let's get to the point: All you need for good feedback is three F's.
Focus, frequency and fairness.
Repeat it: Feedback needs focus, frequency, fairness.
Focused feedback means that it is specific, targeted, and brief. This applies to both spontaneous and planned feedback.
Do not start a policy discussion or fairytale story. For example, take those responsible aside individually after the project is over and give them focused feedback.
Frequent feedback tells the addressee (your employee) "I notice you, your work is important and noticeable - you have priority for me."
A corporate leadership study found that employee productivity increases by 30% when managers know (and recognize) the direct effectiveness of their employees at all times.
The secret: the feedback should be informal and spontaneous. Leave the timpani and trumpets in the filing cabinet. Talk to eye level about what was good and where it could possibly be improved. And please regularly and frequented.
Fair feedback creates deep connections - unfair (even non-existent) feedback damages or destroys relationships.
"It's just not fair" has been used by us as a universal statement since early childhood, whenever we feel we have been treated unfairly. It is no different from an employee grumbling from a conversation in which you gave unfair feedback.
To provide fair feedback, first accept that you, too, are driven by a myriad of prejudices.
Your thinking and judgment are significantly influenced by you.
Fair feedback means that you communicate without judgment - without considering the omissions of the employee in the past or other colleagues.
And here too there is a magic formula:
Describe them. An open and honest exchange of things that you have observed and perceived is the best basis for feedback that is fair.
Once you start judging, being biased, or comparing, you are on the losing side.
So stay fair by describing what happened in the project and how you perceived something that was good and that could be “optimized”.
Leadership mistake # 3: pushing problems aside
The challenges companies face today are rarely simple or straightforward. And so it is all too tempting, as a person and manager, to push complex problems in front of you or just push them away.
Procrastination is what the inclined business / psychology lexicon then says.
And how often is the problem homemade?
You end emails with unanswered questions that require an even longer answer from the recipient than your own.
You throw technical jargon around to look professional. You call too many pointless meetings that ended up creating more confusion than solutions.
How to end this leadership problem:
If something seems complex to you - or if you think that everything is just getting more complicated - speak to it.
Transparency helps. Always.
Get to the bottom of the matter together with your team or colleagues in the management team as early as possible:
- What are the ambiguities?
- Where are workarounds?
- What happens if the situation is not resolved?
- How does the whole thing look from other perspectives (employees, customers, competition, etc.)?
- What are three other possible solutions?
- How can the matter be resolved more (cost) efficiently?
Before problems get really big and escalate across the company and towards the management, talk.
Make use of your newly gained feedback skills and piss off colleagues from time to time (fair, focused and frequented, of course). But do it.
It is your job to solve problems or just to delegate.
It’s definitely your job Avoid calamities and difficulties from your company and employees.
Much sought after by employees: the coach type
Little explanation is needed: a coaching boss concentrates on the development of his top performers.
The leadership behavior as a coach type focuses on the perspective of the team members and the transfer of responsibility.
Unlike a micro manager who controls, improves ... and does it himself in the end - let your employees go free.
Treat them like adults, give them agency, don't keep asking - you'll be amazed at how your people blossom.
The perfect match: creative companies
Coaching executives find a real oasis of well-being in innovative organizations.
Where "knowledge workers" are needed, you need bosses who coach to get their maximum performance.As Coach type Proactively develop the strengths of your employees.
That in turn naturally helps the entire company.
Details and up-to-date interim results are irrelevant to you - you focus on the big pictureße whole, the big picture.
The end result is paramount.
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