350 Chilean executives participated in a study and the ten most recurring defects are present in two thirds of the group
This is not a technical and knowledge competence, which is where the greatest strength lies. The study is a veiled critique of the professional education approach.
The explanation for these defects could be found in the increasing complexity and rapid changes in the organizational environment in which they operate. From pyramidal organizations oriented to the search for results, they moved to networks with a focus on quality and service.
The 10 common defects are:
- Failure to take responsibility for actions Failure to promote people's development Focusing only on results Directing all people equally Focusing too much on problems Acting as a parent manager Unaware of key areas of subordinate productivity Not assigning importance to staff training Surrounding yourself with inappropriate subordinates Manipulating staff
Not being responsible for the acts
- Do not admit own mistakes Pretend to know everything Excuses for everything Send instead of directing Project a public image different from the private As a norm distrust subordinates
Believing that you know everything is the best way to stay ignorant. The manager's responsibility cannot be delegated.
Failing to promote people's development
- Not knowing their weaknesses and strengths Not knowing the motivations Developing an authoritarian or defensive management style Not having people trained for career successions Not knowing the personal and family environment of the staff Not giving personal advice to the subordinate regarding professional matters
The idea here is to make the most of the subordinate's potential. The managerial style should be coach-linebacker.
Focus only on results
- Analyze only results and reports Analyze only the failures of subordinates Do not analyze why subordinates do things in a certain way Do not analyze fears that may affect performance Believe that motivation is only achieved with higher wages and benefits Little supervision in the field
The correct thing is to divert attention to the methods, procedures and work habits because they contain the keys to the company's results.
Directing all people equally
- Failure to capture personality differences Failure to have a one-on-one relationship with staff Correct subordinates in public Engage with staff only through reports or formal meetings. Lead by clinging to rules and regulations Exchange little information with staff
A personal relationship allows exchanging information and jointly determining performance guidelines, thus making a structure based on rules and regulations more flexible, to lead autonomously focused on management parameters and objectives.
Focusing too much on problems
- Not planning your own time efficiently Poorly preparing topics to discuss with subordinates Systematically delaying problem solving Not being available to deal with staff problems Little creativity and initiative to anticipate problems Little delegation and a lot of attention to secondary problems
The idea is to plan time so that you can focus on the company's priority problems and attack the root of the problems and not the symptoms. Focusing efforts on how problems are addressed.
Act as parent-manager
- Falling into the trap of developing a parent-child relationship Put staff well-being above company goals Do not hold people responsible for their work (confuse terms of the employment relationship) Confuse social activities with abuse of trust Solve private problems with subordinates personally Selection and promotion by friendship, kinship or any other criteria.
Ignore key areas of subordinate productivity
- Lack of strategic planning of the key result areas of the business unit Failure to establish quality standards at work at a personal level Excessively tolerate the incompetence of people Lack of feedback to the subordinate in the key areas Impose productivity indicators Do not lead by example in terms of quality of work
Not assign importance to staff training
- Believe that training is not your own responsibility, but that of the personnel department Send staff to external courses to motivate them Consider training as an end in itself Believe that training solves the problems of a faulty organization Believe that training generates potential in people Believing that with training a bad selection of personnel is solved
Surround yourself with inappropriate subordinates
- Believe that the selection of personnel is the responsibility of the personnel department Make hasty transfers and promotions Do not develop recruitment and promotion standards Do not develop internal and external sources of personnel recruitment Implement organizational structures that frustrate the development of personnel with managerial potential Promise expectations during the hiring process that are out of reach
Manipulate staff
- Recognize the merits of only a few Disrespect for people Do not put yourself in the place of people Do not listen to staff Promise expectations that cannot be met Do not accept staff as they are
Characteristics of a leading manager
Apart from his business vision and entrepreneurial capacity, there is the power he receives from his subordinates, more than the authority that his superiors give him.
It differs from the administrator in:
- It bases its relationships on dealing with others. It is predictable. It learns from its mistakes. It inserts its experience and learning within the context of the business. It orients its actions towards results. It stimulates creativity in its subordinates. It is constantly reporting back. to interact with the staff, managing to motivate them. She works independently, without worrying about receiving recognition from her superiors. She is not afraid of making mistakes. Listen to the staff. Instead of ordering, she asks questions.
