Shed these management practices and get your peace of mind back.
Business leaders who operate in a state of overwhelm find themselves with their head just above the waterline assuming that the level of chaos will stay the same. We all know this leads to a mess when the workload increases, an employee complaint or lawsuit is filed or a key employee resigns. Make it a practice to be more mindful about the pace and quality of your workload. Staying just above the waterline is a scary place to operate for too long.
Start by dropping these 3 management practices that are holding you and your team back.
- Forgo regular 1:1 employee meetings in exchange for an ‘on the fly’ or ‘open door policy’. When I am talking to clients or interviewing senior leaders I often ask, “How do you manage your tem?” It’s remarkable to listen to managers who lead their team using a strategy. The essence is a state of calm and progression. With each week, they may still be putting out fires, but they are also taking steps towards the future. Managers who manage on the fly tend to spend more time reacting to problems. Try this instead; add proactive meetings to your repertoire. Here is a helpful post on Magnificent Meetings.
- Spends more time on exit interviews and recruiting than on stay interviews. First, every leader will find themselves in a position of replacing a beloved employee at one point or another. It happens. Try this instead; Have you asked your most valued team-members (MVTs) the tough questions recently? What keeps you here? What would cause you to leave? What are the top 2-3 things you’re looking for in your next opportunity? This is a dare. Leaders who know the answers to these tough questions can better plan for, and retain, their MVTs than those that don’t. Here is a great, simple book about Stay Interviews from the Authors of Love ’em, or Lose ’em.
- Neglects to cascade business goals to individuals. The power of engaging a team, all heading in the same direction, working together to accomplish a goal is in-cred-ible! Incredible. Last year one of my clients bought a new building, renovated it and moved their business(s) from several locations into one hip Portland headquarters. It literally took everyone to get this accomplished. Senior leaders had enormous goals, some front line employees had projects while others had task lists. It all unfolded beautifully. When the unexpected arose there was a we’re all in this together attitude. Some might say that with a tangible project like this with a deadline (move date) it’s easier to rally the troops than with a typical business goal. I disagree. This method can be applied to all types of projects. Try this instead; Provide the team a strong vision and goals, involve employees at all levels and communicate status updates and success. Deadlines and milestones help too! The key is that each individual has goals that are tied to the overall goal of the company.