Let’s be honest: once your team is assembled and your processes are defined, it’s easy to fall into the trap of being a mediocre boss. But even under those circumstances when your role is seemingly more hands-off, being a lesser boss than you’re capable of can hurt morale and negatively affect productivity, hindering you company’s ability to grow.
Lucky for you, Geoffrey James, author and featured columnist at Inc., compiled a list of mistakes managers make that he’s seen slow down numerous businesses in the past, which we’ve commented on below. Start-up guidance comes a dime a dozen, but James works first hand with executives.
- In his top bit of advice, James recommends managers make an effort to reward employees as a team instead of playing favorites or handing out individual accolades. To avoid making this mistake, set team goals instead of individual ones and encourage top performers to use their skills to achieve these goals instead of earning individual attention. The easiest way to alienate members of your team is to highlight the achievements of the individual.
- It’s also important to identify underperforming employees and remove them when it’s clear their problems can’t easily be corrected. There’s no sense in sitting around waiting for an nonperformer to “shape up.” It should be clear soon after the onboarding process whether or not an employee’s weaknesses are easily correctable. If they’re not, don’t hesitate to replace them or you’ll soon find your other employees scrambling to make up for the deficiency.
- Another fatal leadership trait is micromanagement. It’s true–good bosses coach their employees on processes and execution, but good bosses also know correcting everything his or her team does can lead to a massive drop in productivity. At some point, you just need to let go and avoid micromanagement.
- Management comes with a lot of responsibilities, but it’s important to not lose sight of the fact that good, hard-working employees can make or break any business. Every decision a manager makes should involve consideration of what effect it will have on employees. As a manager, your job is to manage, not worry about secondary problems like sales numbers and outside actors. Employees should come first.
Here’s a link to the original James piece from Inc.