Managers and Mistakes
7 September 2009
Read by 2080 persons
“To err is human.”
It’s true that people make mistakes due to clumsiness, oversight, negligence, inattention, or even distraction.
Managers are usually tolerant of these kinds of errors, as they are not immune to them. A simple comment is enough to show that the manager is present and doesn’t let anything slide. A reminder of professional conscience and commitment is sufficient.
Managers should be less tolerant if the error is due to incompetence or inability.
Indeed, if the mistake concerns the employee’s job, the manager will be stricter. The error, revealing a certain incompetence, must trigger corrective measures, appropriate training, personalized advice, coaching, etc.
If this type of error occurs again after these corrective measures, the manager will draw the necessary conclusions.
A fault is different. It is a failure, a breach of duty or a rule. This implies that the company has rules, and that each manager has explained and repeated them to their employees.
For example, using the internet for personal use during working hours is considered a fault if it has been clearly stated as such. A typo is usually a minor error for a secretary. However, what the manager should reproach is not the mistake itself, but the failure to proofread. If the rule requires a secretary to reread their work before submitting it, there is a breach of the rule; therefore, it is a fault.
In the case of a fault, the manager must be firm. This is also a matter of fairness, as not all employees are fools, and will be willing to make an effort if these efforts are rewarded and if transgressions are punished.
The great merit of the quality approach is to establish procedures and rules. Everyone is then informed, and all staff is required to do their best to respect what is good for the client and the company.
This, of course, requires greater attention, a true professional conscience, and not just being present for 35 hours a week.
The manager must constantly ask themselves: “What is my share of responsibility in the error or fault committed by my employee?”
Excerpt from the work “A Collection of Intellectual Vitamins for Common Sense Management”
Author Florian Mantione
Posted online September 7, 2009
florianmantione.com
It’s true that people make mistakes due to clumsiness, oversight, negligence, inattention, or even distraction.
Managers are usually tolerant of these kinds of errors, as they are not immune to them. A simple comment is enough to show that the manager is present and doesn’t let anything slide. A reminder of professional conscience and commitment is sufficient.
Managers should be less tolerant if the error is due to incompetence or inability.
Indeed, if the mistake concerns the employee’s job, the manager will be stricter. The error, revealing a certain incompetence, must trigger corrective measures, appropriate training, personalized advice, coaching, etc.
If this type of error occurs again after these corrective measures, the manager will draw the necessary conclusions.
A fault is different. It is a failure, a breach of duty or a rule. This implies that the company has rules, and that each manager has explained and repeated them to their employees.
For example, using the internet for personal use during working hours is considered a fault if it has been clearly stated as such. A typo is usually a minor error for a secretary. However, what the manager should reproach is not the mistake itself, but the failure to proofread. If the rule requires a secretary to reread their work before submitting it, there is a breach of the rule; therefore, it is a fault.
In the case of a fault, the manager must be firm. This is also a matter of fairness, as not all employees are fools, and will be willing to make an effort if these efforts are rewarded and if transgressions are punished.
The great merit of the quality approach is to establish procedures and rules. Everyone is then informed, and all staff is required to do their best to respect what is good for the client and the company.
This, of course, requires greater attention, a true professional conscience, and not just being present for 35 hours a week.
The manager must constantly ask themselves: “What is my share of responsibility in the error or fault committed by my employee?”
Excerpt from the work “A Collection of Intellectual Vitamins for Common Sense Management”
Author Florian Mantione
Posted online September 7, 2009
florianmantione.com
