What respect as a manager? Don't do this

HARVEY SCHACHTER (Globe and Mail Update )

Aretha Franklin’s signature song calls for respect, and that applies in the workplace as well. Consultant Rhonda Savage notes that while you, as a manager, may have some pet peeves about your employees, they will also have complaints about you.

If you want a little more R-E-S-P-E-C-T, she urges you on contactprofessional.com, to be alert to these eight common complaints about supervisors:

You come to work grumpy

Research shows that moods can be contagious, and your staff is alert to your every move as a manager. So walk in grumpy, and watch that spread into a poor mood among staff. and bad customer service. “Make a mental choice the moment you wake up in the morning to be a positive influence on your staff members,” Ms. Savage advises.

You micromanage

Nobody likes to be micromanaged. It just leads your staff members to feel frustrated, lose confidence, and become timid and discouraged. Yes, attention to detail is a positive trait, but if you correct every detail or do everything yourself, you’ll wind up hurting your performance and that of your team. Create a system in which your employees can keep you updated on the projects they have been assigned, so that they are accountable without being micromanaged.

You are too ‘hands off’

While you don’t want to micromanage, you can also go too far in the opposite direction and be too hands off, and not hold your employees accountable for their responsibilities. “Most employees today thrive on independence, growth and involvement. And yet they also thrive on feedback, accountability and firm, fair leadership. Finding a balance is crucial for the success of your business,” she stresses.

You complain about financial woes

Your staff care about you and the company, but if you burden them with your woes about the economy or the lack of cash flow, their morale will sink. Don’t share everything: They don’t need to know it all. Focus on being positive, cheerful and supportive, encouraging them to do more and more.

You bring your personal life to work

Stay away from talking to your employees about personal problems. And don’t allow family and friends to stop by the office excessively. Focus on work in the workplace.

You don’t deal with problem staff

If you don’t deal with problem employees, you can expect other workers to begin acting like them, and you will likely lose the respect of your staff. If you ignore a problems with a particular employee, it will only build. You must take steps to resolve it early.

You’re always out of the office

It’s important that employees can count on you for assistance, guidance and support when they need it. If you’re not available much and are constantly rescheduling appointments, you’ll frustrate and alienate your staff.

You overreact

If your employees are worried about bringing concerns and problems to you, you’re in trouble. You can be a good leader 90 per cent of the time, but if you’re losing it 10 per cent of the time, that’s what they’ll remember.


Special to The Globe and Mail