You would have employees who are passionate about their work, quality, performance, and commitment to your customers and your goals. If you do not have them it is time to take a closer look in the mirror at the person responsible.
I have seen fine managers who do not lead. I’ve seen leaders lose their team because of poorly chosen comments. Not only is this tough on employees it makes accomplishing your businesses mission subordinate to putting out the daily fires that should never have arisen . Its counterproductive and it is too often reflective of a manager’s selfishness, ego, or insecurity.
I was thinking about a workplace incident that a local businessman mentioned to me when I ran across this Harvard Business Review blog by Michael Shrage. In it he chastises the condescending tone of some silicon valley leaders who proclaim they provide “adult supervision” to their troops. How eager would you be to work for someone who thinks this of you?
It takes only one degrading comment from a manager to erode an employee’s commitment and passion to the enterprise. A few more similar comments and you will suck the energy out of the best and be left only with those who deserve your style of management.
I have seen marginal performers become stars because they were treated like they could shine. I’ve seen stars go supernova because they knew they had the confidence and trust of their managers. And, regrettably, I’ve seen high performers check out and move on because their commitment to the enterprise was either not matched by their manager or their manager’s heavy hierarchical hand weighed upon them.
I have told new managers for years that I have seen essentially two types of managers. The first is the classic micro-manager (typically beginning and mid level managers who will never rise very far in the organization). They are certain they alone are responsible for performance; they alone know what and how things must be done and … they want everyone to know it. They express their superior attitude in subtle and not so subtle ways.
The other type of manager is what you read of so often in contemporary management books. They hire well, they coach well, they identify what is important in broad sweeps, they encourage, they seek success and expect it, and they reward it in many ways – the most important of which is through personal recognition.
Both of these managers will get the type of employee they manage for. Quality people perform at a high level where it is recognized and appreciated. When it is not they find employment elsewhere.
What kind of employees do you have?
