Middle managers, we know, didn’t get their positions and responsibilities for nothing. They worked tirelessly, learnt how to do the job well, and executed them to the satisfaction of their stakeholders. They assumed the role of middle manager with years of experience behind them.
Because of this wealth of experience, middle managers often desire to use what they know and learnt in situations that, honestly, don’t require them. They tend to forget that they are no longer the primary doers, but are now leading others – which means giving their employees the space to grow, learn, and have their own experiences.
Managers may jump in with the best of intentions – without realising that they’re holding their employees back, rather than propping them up, with their habits.
Elevate Corporate Training listed what employees said they hated about their bad managers.
In this 2-part special, we will explore 12 bad habits middle managers commonly display. We call these ‘middle manager workplace crimes’!
1. Making ‘suggestions’
Have you found that your suggestions usually get followed through? That is because the higher up you go, your suggestions start to sound like orders to your team. Even if you say to them “These are merely ideas, discard those that aren’t relevant”, your team may be inclined to fulfill yours just to please you. Why? Because if you didn’t think they were good enough to see through, you would not have suggested them in the first place.
What you should do: Stop yourself! Stop making suggestions, and let your team brainstorm and come up with the ideas themselves. Participate in the decision making but don’t control it. Let them have ownership of the ideas and the execution, while you play the role of guide and mentor. Steer them in the right way, instead of influencing the outcomes.
2. Asking “Am I right?”
When having a discussion with your team, do you have the habit of asking “Am I right”? Posed with that question, your team has little choice but to say “Yes”. Managers don’t really want to hear their employees tell them that they’re wrong, and the question puts employees in an uncomfortable position.
What you should do: Don’t set yourself or your employees up with this question. In discussions, asking “am I right?” is unnecessary, and only serves to affirm your position over theirs. OK, so you’re the manager with more experience. If you can’t be right, then who else in the team can? You have two choices: you could simply avoid this question altogether, or you could ask, “What’s wrong with my idea?”, which might give your team permission to provide critical feedback.
3. Trying to win battles with your employees
When having a discussion with your employees, have you found yourself talking over them and talking them down so that you can come out winning? Once the discussion is over, how do you think your employees felt? Like they had a constructive discussion – or like they had just been steamrolled?
What you should do: Give your employees the space to speak and share their ideas. Listen actively and ask questions that will enable them to approach the discussion from your point of view.
4. Interrupting your subordinates when they’re presenting
In your climb to your position, you’ve seen, heard and done much. You’re full of ideas and experience – but this can work against you when find yourself interrupting your employees during presentations. You may think you’re asking the ‘right’ questions that will expand their thinking. All you’re doing is showing off your position and how much you know, while creating a lot of frustration.
What you should do: When a presentation is going on, keep your tongue locked against your upper jaw and resist the temptation to ask “insightful” questions. Allow the team to complete its presentation before you throw your insights in.
5. Adding too much value
Imagine this scenario: your employee, whom you’ve entrusted to oversee a key component of your team’s responsibilities, is presenting to the CEO of the company. As the presentation is going on, you can’t hold back your excitement and start building on your employee’s delivery. You keep going and going, adding what seems to you like ‘value’ – until the idea ends up getting twisted and becoming more like yours rather than hers.
What you should do: Give your employee her time in the spotlight. Just because she’s presenting to the CEO doesn’t mean she’s going to outshine you. In fact, by giving her space, you’re showing off your leadership qualities. You’re allowing your employees to take the stage and take ownership of their projects, instead of hogging the limelight for yourself.
6. Agreeing with a ‘No’
“No, I understand”
“No, I agree with you”
“No, that’s a great idea”
Sound familiar? You may do this without realising it, but in truth, inserting a “No” at the beginning of your response is an indication that you already seem to know what your subordinate is saying. When you do that, you’re simply trying to show how smart you are because you’re indicating that you’ve already thought about whatever it is they were going to say. Why? Are you afraid of looking bad to the other person that you have to show how smart you are, or that you’re a step ahead of them?
What you should do: Drop the “No”. Go straight to, “I agree with you”, or “I understand”. It’ll motivate your employee and give him the sense that he presented some great ideas which got your agreement.
Next week, we will publish Part 2 of this 2-part series, where we will share six more ‘workplace crimes’.
You actually make it seem so easy with your presentation but I find this topic to be actually something that I think I would never understand. It seems too complex and extremely broad for me. I am looking forward for your next post, I’ll try to get the hang of it!
[…] the first of our special 2 part series, we shared six ‘workplace crimes’ that middle managers often commit. Here’s a […]