To say it is a recent LinkedIn survey that involved about 3,000 professionals. Objective: to investigate the actions with the highest rate of frustration that managers can take to the detriment of the workgroup.
Self-congratulation, unavailability, uncertainty and uncertainty are just some of the behaviors that the leader can assume by bringing the team’s stimuli to their knees and, consequently, the achievement of results.
Let’s find out together the 5 main harmful actions that managers should avoid to protect employees from a sense of dissatisfaction.
1. Unclear expectations or “dancers”
Do you notice that your team is demotivated and dejected, more and more every day? Before pointing the finger at each of the components, try to reflect on your behavior.
The main cause of employee frustration, in fact, is linked to the boss’s expectations that are not clear or that change too frequently. Confirming the results of the survey are Lisa Earle McLeod and Mike Figliuolo, among the leading international leadership experts, who illustrate how the lack of clarity in personal and group goals is the natural antechamber for performance drop.
Without an exhaustive explanation of what the goal is – and the way forward – employee results may not be satisfactory.
And that’s not all: chaos and uncertainty are often the results of the “unspoken”. Taking something for granted can play tricks: detailed objectives and expectations and, above all, create a solid and consistent strategic plan. Any sudden change in the path could create such confusion as to jeopardize the stability of the team.
The leader who sticks his nose into every activity, from the most important to those with very little added value, does nothing but demotivate his employees.
The main reason? The micromanagement hides, on the part of the boss, a feeling of little trust in the collaborators that is strongly perceived by the employees. With the result that, on the one hand, this spasmodic attention to detail mistakenly convinces the leader that everything is under control, but on the other it crumbles the soul of the team, discouraging it and progressively bringing it to collapse.
3. Unavailability and little involvement
If micromanagement grips the team, suffocating it, even the total absence of the manager in group dynamics represents a highly risky and deleterious behavior.
A leader who is not very involved, in fact, is not able to interact correctly with collaborators, who feel abandoned to themselves. A common mistake, the one in which managers who keep their distance from the group fall, which often derives from their deep lack: not being able to provide feedback to collaborators.
According to Mike Figliuolo, it is essential for a virtuous manager to work on this skill and overcome fear in giving feedback, whether negative or positive. The benefits are many: it will be easier to engage with team members, making yourself available to solve even the most complicated issues.
4. Little attention to the professional development of the team
The fourth element of frustration for the group, which emerges from the LinkedIn survey, is given by the careless attitude on the part of the manager towards the professional growth of collaborators. Agrees Todd Dewett, another great leadership expert, tells how a good number of managers recognize the importance of developing their resources, but that when faced with the action they prefer to focus only on themselves and their growth.
A myopia that every leader will pay dearly: by underestimating the central role in the development of others, they demotivate the team.
5. Critical spirit absent
At work, as well as in everyday life, mistakes can be made: the important thing is to learn from missteps, to grow and avoid making new ones in the future.
If the leader, however, does not show critical spirit and has difficulty admitting that he falls back into one of the 4 previous cases, then the consequences on the team’s mood can be so devastating that collaborators to leave.
The virtuous managers, on the other hand, know how to catch up even after a slip: to set clear expectations, leave more freedom to their employees, support them in the right moments and promote their growth, it is never too late.