Each minute of our life is a lesson but most of us fail to read it. I thought I would just add my daily lessons & the lessons that I learned by seeing the people around here. So it may be useful for you and as memories for me.
Every time I resign to an organization, a little part of me died. I love to work, but I was made to do that. But I grew wiser as the years rolled by. People around me think “What possible reason would he have to do that?” or, “What’s wrong with him?” or even, “He must be leaving for money. The Fool!” or “He is not the best fit, so he was kicked out” etc. But the reason is simple I want to be myself. I know well, it’s not fair to loose myself for something else which is not important as me.
Although talented employees may join a company, evidence suggests that if they depart prematurely it is often their immediate managers they leave, not the organization itself. Mostly, people don’t change jobs solely for money. They almost never resign on a whim or in a fit of anger. They joined your company because they believed it right for them, and they actually want it to be right. Something, at some point, makes it wrong. And if you really take the time to dig into their real reasons for leaving — and you should — you will find that it’s not “the company” they blame. It’s not the location, or the team, or the database or the air-conditioning. It’s the leadership!
Few Great employers start making people feel important on day one. They train their managers to understand the power of paying attention to even the smallest of employee contributions — and, yes, simply saying “thanks” often goes a long way.
Having worked in several organizations under different natured Manager’s, I understood supervisors or manager or leaders, are the main reason for employee to quit his job. We can see many managers with good & bad characteristics. Check your Boss falls under which category
Characteristics of a good manager:
- Communicates performance expectations clearly to everybody involved
- Gives employees access to the resources they require to do their job right
- Stands a role model and guides to learn from mistakes
- Frees people up to make a difference by focusing on what they do best
- Gives freedom to speak and act
- Recognizes team members for their contributions and efforts
- Makes everybody feel cared about as an individual
- Helps people feel like they have a meaningful participation at work
- Encourages employees to grow and develop
- Gives employees responsibility and trusts them to get on with the task
Characteristics of bad managers:
- Has clear favourite’s and doesn’t maintain neutrality
- Is slow to make decisions and often makes a U-turn on them
- Lacks the emotional intelligence to deal with difficult situations sensitively
- Is a bad listener and lacks general people skills
- Lack of provision and technical stuff
- Greedy towards positions in organization
- Insulting/criticizing in front of others
- Doles out assignments but personally doesn’t take any on
- Is quick to criticize but slow to praise good efforts
- Undermines team morale by focusing on personal objectives instead of the team’s
- Is reluctant to transfer skills for fear of training a replacement
Problem starts with the job or workplace that was not as expected. Managers hire in such a big hurry that they don’t take the time to give a realistic preview of the job. Many workers have an unrealistic expectation about the job or workplace or in some cases are deliberately misled during the interviewing process. The employee realizes she has to report to a different boss or won’t be advancing to the next position as soon as expected. Of course, most new hires will quit when they discover the undiscussed realities, resulting in costly turnover.
JOB vs PERSON: There is a mismatch between job and person. Every Manager should know by now that getting the right people on the bus and into the right seats is a prerequisite for business success. Managers wrongly think that training will transform the wrong people into the right people — that they can put in what was left out. Instead of asking a turkey to climb a tree, we need to learn that it’s better to hire a squirrel.
Lots of companies talk about making their managers better coaches, but more than 60 percent of employees — especially younger ones — say they don’t get enough feedback. We know that many managers just give feedback once a year. That too not genuine feedback. Too many managers have never been well coached themselves. Lacking a good role model, they either give no feedback and coaching at all. Most managers fear giving honest feedback, mainly because they haven’t been trained to do it well.
Workers feel devalued and unrecognized. There are many different reasons why workers may feel devalued: inequality of pay for similar work, not being acknowledged for a job well done, being treated with disrespect, having their differences regarded as negative rather than prized, not receiving the right resources, and having to work in an unacceptable physical work environment are a few. The desire to be recognized, praised, and considered important is our deepest craving, yet 80 percent of employees say they feel ignored or taken for granted.
In addition to ambiguity and an undermining mentality, bad managers also unnecessarily waste time on coordinating and correcting the team, instead of concentrating on helping team members grow. “Managers often make the mistake of focusing on controlling employees, micromanaging them and criticising their efforts,”.
People who are well managed are likely to overlook their employer’s shortcomings. Those who work under an ineffective manager, however, are less productive, less content and more likely to leave the company. Sadly, if your career is limited by a poisonous and limiting manager-employee relationship and your pleas fall on deaf ears, moving on might well be the only way to deal with that. If you don’t, it could cost you your career.
“Remember the Golden Rule? “Treat people as you would like to be treated.” The best managers break the Golden Rule every day. They would say don’t treat people as you would like to be treated. This presupposes that everyone breathes the same psychological oxygen as you. For example, if you are competitive, everyone must be similarly competitive. If you like to be praised in public, everyone else must, too. Everyone must share your hatred of micromanagement.”
“There should be leader in every manager, not manager in every leader.”
Please feel free to share your story and any lessons you learned, you experienced, you came across in your life in the comments below.