The engine is there, the bodywork too, the racing car is the latest model, the flagship of automotive innovation. The market and industry critics like it. Yet it doesn’t spin, it doesn’t accelerate, it doesn’t perform as expected.
This is what happens to managers with all the potential in the right place, but not very explosive.
The business “pathology” is called under-management and the main symptomatology includes weak performance, lack of brilliance and results that do not arrive.
The causes? Sometimes the desire to be appreciated by the team and the peers can create resistance to perform your role effectively, making it difficult to be authoritarian – when needed – and inhibiting the communication of negative feedback, so as not to create a bad mood.
Even the conflict, which is so useful for encouraging people to give more and shake up deadlocks, is seen by “low performing” managers as a stumbling block to avoid, so as to maintain an atmosphere always lying in the office and evading stressful and unpleasant situations
And so, managers affected by the disease of under-management are empathic and well-liked leaders, but do not hit the target for which they were hired: bring home positive results, consistently.
If you feel you are at risk of under-management don’t despair: the good news is that improvement is possible.
How? Starting with a motivational chance to work on 3 specific attitudes.
1. Don’t run away from conflicts
Conflict is part of professional life. And it should not always be understood as a negative and destructive element, but on the contrary, it often can to generate growth and high commitment. After a moment of tension and confrontation, even on fire, winning and shared ideas come to life, and a solid and unambiguous position is established. Conflict also helps resources work with more energy, erases apathy and shakes dormant and overly sedentary colleagues. Don’t be afraid of conflict, but learn to manage it: to do this you need negotiation skills, listening skills and mediation.
The extra motivation to handle the conflict? Tensions, if too silent, risk macerating for a long time and suddenly bursting.
2. Clarify the objectives
If the results don’t come, have you wondered if the problem is not the lack of clarity of the tasks? Maybe your team doesn’t know what to do and doesn’t have clear goals.
Even if you find them boring and long to conceive, draft and share, the strategic objectives are an indispensable tool for guiding the activities of a team: they serve as a roadmap for the group to always know the direction to take, and they serve you to monitor the progress of projects.
3. Subject the commitment to constant checks
Periodically, check that what you are doing – both you personally and your team – is really the best you can do.
Don’t be afraid to ask your resources if the work done was the best possible or if there is still room for improvement. Checking everyone’s commitment helps to increase individual commitment and make every resource feel really responsible for the tasks assigned to them.
The same challenge applies to you: especially if you are a victim of under-management always keep your work on the line and ask yourself more and more. Raising the bar is an excellent workout to fortify yourself and get used to achieving increasingly challenging goals.