What Managers Are Criticized For By Their Employees
20 April 2009
Read by 1968 persons
Lack of listening and recognition are the main flaws of managers. Mentalities have evolved: employees more easily speak about what they criticize in their bosses. Employees are increasingly looking for career advancement and fair pay.
When we ask executives or employees about the flaws of their bosses, we often get this kind of response: lack of listening, lack of visibility, lack of recognition, lack of courage, lack of transparency... And few managers or supervisors have the courage to acknowledge their flaws, while they are quick to lecture their subordinates.
"Employees have become quite harsh towards the quality of management. A feeling they didn't show before," says Omar Benaini, associate consultant at LMS ORH. They have therefore decided to have their say about their bosses. Moreover, good bosses have understood, for their image and that of the company, the need to be open to modern management. They are increasingly numerous to have grasped the interest of giving more freedom to their employees to express their expectations, their concerns... Several factors have contributed to this change in behavior. For example, the flattening of hierarchical pyramids has substantially contributed to transforming the relationships between superiors and subordinates. There is also a very advanced evolution of mentalities. Lifelong attachment to a company, to an employer, is now a thing of the past.
What do they really expect from their boss? A priori, everything. That he is kind; that he listens; that he knows how to delegate well; that he attaches importance to the work environment; that he takes the trouble to communicate on all aspects of the company and above all that he is able to ensure the evolution of their career and their remuneration. It may be too much to ask, but it is possible and highly recommended to extend a hand to the employees who deserve it.
But it is necessary to be aware of it. Indeed, there are two profiles of managers: those who talk and those who listen to others. The latter are more likely to achieve the objective. "We cannot show empathy if we do not deeply analyze the expectations of others. It is also not enough to lend your ear to your interlocutor but to be able to give clear feedback," advises Mr. Benaini. A real coaching job in short. But be careful, proximity does not mean paternalism. Many bosses easily fall into this trap believing they are doing well. However, it is clear that affective relationships should not take precedence over professional priorities.
Everyone aspires to recognition
Many managers also have this other flaw which is the centralization of power. However, knowing how to delegate and surround oneself with good collaborators are two aspects that go hand in hand. Indeed, it is very risky to engage in any delegation system if you do not have the right people. Hence the need to know how to correctly manage recruitment, whatever the position.
Lack of respect and lack of recognition are two other criticisms that also often come up in employee testimonials. Moreover, the survey conducted by Dale Carnegie on motivation factors, carried out on behalf of La Vie éco, three years ago, showed that the lack of respect, ranked first among the causes of demotivation, was therefore quite logical. This problem is however common: both senior executives and executives or equivalent consider it as the first factor of demotivation. It is normal that it is classified as the first quality required in a manager. In other words, each of us aspires to be known and recognized for our performance and not for our hierarchical rank.
Another grievance against the hierarchy is the disregard for equity. Executives want to be treated well according to their skills, particularly through good career management, a salary that matches their contribution, an objective system for assessing performance and training... "It gives them confidence in the system," as Mr. Benaini points out. Of course, this means that there is a strong expectation for the implementation of a high-performing human resources management system. Many managers have fully understood the importance of this need, even if the transition from words to action is often very slow.
Expert opinion: Common sense allows you to make as few mistakes as possible
A manager is not necessarily infallible. The experience and training acquired by managers often allow them (when they do not have an ego problem) to correct their own managerial shortcomings and to adapt to the necessary changes. There is no managerial model adaptable to all types of companies. On the other hand, common sense generally allows you to make as few mistakes as possible in managing teams. This common sense implies that we want first of all to recognize the positive results of high performers. Rewarding performance, encouraging innovation, maintaining trust and creating a climate where everyone feels supported, especially in difficult situations, are the cornerstone of managerial success. Common sense also means listening carefully to your teams. Some consulting missions that we carry out could have been avoided for our clients if active communication had historically been placed at the center of company practices. Many innovative solutions have long germinated in the minds of employees, without having the opportunity to be implemented. It is often the mistake of not giving a second chance and classifying an employee who has once shown incompetence, which leads to situations of devastating silence. Which manager has never preferred to let a situation fester with an employee rather than react, by reintegrating him into the team and redefining the rules, or by having the necessary courage to definitively exclude him, officially and administratively? The rules governing the company must be clear for everyone and guarantee everyone fair, objective, rational and energetic treatment! Be careful, treating an employee as a guinea pig by using different recipes depending on your mood can only lead to a feeling of manipulation in the end. Not reinventing the wheel by training in adequate techniques is all in all much less expensive.
Published on March 23, 2009
Posted online on April 20, 2009
entreprendre.ma
When we ask executives or employees about the flaws of their bosses, we often get this kind of response: lack of listening, lack of visibility, lack of recognition, lack of courage, lack of transparency... And few managers or supervisors have the courage to acknowledge their flaws, while they are quick to lecture their subordinates.
"Employees have become quite harsh towards the quality of management. A feeling they didn't show before," says Omar Benaini, associate consultant at LMS ORH. They have therefore decided to have their say about their bosses. Moreover, good bosses have understood, for their image and that of the company, the need to be open to modern management. They are increasingly numerous to have grasped the interest of giving more freedom to their employees to express their expectations, their concerns... Several factors have contributed to this change in behavior. For example, the flattening of hierarchical pyramids has substantially contributed to transforming the relationships between superiors and subordinates. There is also a very advanced evolution of mentalities. Lifelong attachment to a company, to an employer, is now a thing of the past.
What do they really expect from their boss? A priori, everything. That he is kind; that he listens; that he knows how to delegate well; that he attaches importance to the work environment; that he takes the trouble to communicate on all aspects of the company and above all that he is able to ensure the evolution of their career and their remuneration. It may be too much to ask, but it is possible and highly recommended to extend a hand to the employees who deserve it.
But it is necessary to be aware of it. Indeed, there are two profiles of managers: those who talk and those who listen to others. The latter are more likely to achieve the objective. "We cannot show empathy if we do not deeply analyze the expectations of others. It is also not enough to lend your ear to your interlocutor but to be able to give clear feedback," advises Mr. Benaini. A real coaching job in short. But be careful, proximity does not mean paternalism. Many bosses easily fall into this trap believing they are doing well. However, it is clear that affective relationships should not take precedence over professional priorities.
Everyone aspires to recognition
Many managers also have this other flaw which is the centralization of power. However, knowing how to delegate and surround oneself with good collaborators are two aspects that go hand in hand. Indeed, it is very risky to engage in any delegation system if you do not have the right people. Hence the need to know how to correctly manage recruitment, whatever the position.
Lack of respect and lack of recognition are two other criticisms that also often come up in employee testimonials. Moreover, the survey conducted by Dale Carnegie on motivation factors, carried out on behalf of La Vie éco, three years ago, showed that the lack of respect, ranked first among the causes of demotivation, was therefore quite logical. This problem is however common: both senior executives and executives or equivalent consider it as the first factor of demotivation. It is normal that it is classified as the first quality required in a manager. In other words, each of us aspires to be known and recognized for our performance and not for our hierarchical rank.
Another grievance against the hierarchy is the disregard for equity. Executives want to be treated well according to their skills, particularly through good career management, a salary that matches their contribution, an objective system for assessing performance and training... "It gives them confidence in the system," as Mr. Benaini points out. Of course, this means that there is a strong expectation for the implementation of a high-performing human resources management system. Many managers have fully understood the importance of this need, even if the transition from words to action is often very slow.
Expert opinion: Common sense allows you to make as few mistakes as possible
A manager is not necessarily infallible. The experience and training acquired by managers often allow them (when they do not have an ego problem) to correct their own managerial shortcomings and to adapt to the necessary changes. There is no managerial model adaptable to all types of companies. On the other hand, common sense generally allows you to make as few mistakes as possible in managing teams. This common sense implies that we want first of all to recognize the positive results of high performers. Rewarding performance, encouraging innovation, maintaining trust and creating a climate where everyone feels supported, especially in difficult situations, are the cornerstone of managerial success. Common sense also means listening carefully to your teams. Some consulting missions that we carry out could have been avoided for our clients if active communication had historically been placed at the center of company practices. Many innovative solutions have long germinated in the minds of employees, without having the opportunity to be implemented. It is often the mistake of not giving a second chance and classifying an employee who has once shown incompetence, which leads to situations of devastating silence. Which manager has never preferred to let a situation fester with an employee rather than react, by reintegrating him into the team and redefining the rules, or by having the necessary courage to definitively exclude him, officially and administratively? The rules governing the company must be clear for everyone and guarantee everyone fair, objective, rational and energetic treatment! Be careful, treating an employee as a guinea pig by using different recipes depending on your mood can only lead to a feeling of manipulation in the end. Not reinventing the wheel by training in adequate techniques is all in all much less expensive.
Published on March 23, 2009
Posted online on April 20, 2009
entreprendre.ma
