3 Remedies for Manager Derailment
Keep managers on track and employees productive
Times of change present many challenges for organizations, particularly for front-line managers whose people will be responsible for implementing the change. But equally challenging can be managing through trying or monotonous times. Pressure to perform is high, as are emotions, and everyone is expected to do more with less. The risk of manager derailment can be high.
Ironically, the times when you need your managers to perform at their very best are the very times they are most likely to fail. These challenging times are compounded by the fact that the higher managers rise in an organization, the more likely they are to develop blind spots that increase their risk of failure.
Why do front-line managers fail, and what can be done to avoid failure? Research has proven that one of the top five management derailers is poor interpersonal and communication skills. Poor interpersonal and communication skills seem like they would be obvious enough to detect, but some managers may overcompensate for their lack of communication. A manager may be at risk of failing if he:
- Always seems to be feuding with someone or some group in the organization
- Has a reputation for being authoritarian, cold, aloof, arrogant, or insensitive
- Acts as a polarizing force within the organization (i.e., other employees either love her or hate her)
- Avoids direct communication or contact with some or all co-workers
- Delivers bad news through e-mail rather than through direct conversations
- Exhibits a hostile attitude towards co-workers who share interdependent goals
- Becomes the target of subtle or blatant sabotage efforts
Benjamin Zander talks about a leader’s ability to “awaken possibility” in others.
3 Remedies for Manager Derailment
In the video, conductor Benjamin Zander speaks of a leader’s ability to “awaken possibility” in others. Managers are tasked with making sure that their employees get their jobs done in the most productive and efficient manner. But Zander’s extraordinarily elegant phrase describes managers and leaders who are engaged and really trying to get the most out of themselves and their people. Here are 3 remedies for manager derailment so that they can get back to productivity and awakening possibility in their employees.
1. Identify what’s causing the conflict.
To remedy an "at risk" manager, try to understand the true root cause of conflict. Does your manager have a personal or political problem with just one or two people, or does your manager have more significant issues with a number of different people? If the conflict stems from a small personal issue then mediate a resolution immediately rather than letting it fester. If it is more serious issue, consider relocating or removing that manager.
2. Examine the manager’s desire and ability to lead.
Another solution is to understand the manager's management style and motivation. Although they may be exceptional individual contributors, some people just aren't cut out to be managers. Other people just don't want to be managers. And while some people may have what it takes to lead, they might not have the skills or experience to do the job. If your manager's issue is the latter, it may be easier to help him develop his skills than it is to train someone who completely lacks the behaviors and interests that lead to success.
3. Focus on management and communication styles.
Finally, help the manager understand his own management and communication style. In many situations managers simply don't know what they don't know. For example, if he comes across as insensitive or aloof, point out the behavior and help him improve. It is important for the manager to understand his natural management style and how it impacts others both positively and negatively. The manager can't be expected to improve if he never receives concrete feedback.
Communication is crucial for managers to master. Management derailers inhibit the productivity of employees, but they also inhibit the manager's ability to progress professionally. Understanding the root of the conflict and the manager's personal management style will enable business leaders to better understand what solution would best fit the situation. Once the manager has a chance to understand his mistakes, the company can then decide if they would like to move forward with that manager or find someone more capable.
Just because managers are in leadership positions does not always mean they are good leaders. Enable your managers by identifying their development needs and keep them from derailing themselves and their employees.
Jeff Meyers contributed to this article.
Image credit: http://www.flickr.com/photos/z-two/5289050306/