[Special 2-Part Series] Part 2 – 12 Middle Manager Workplace Crimes

In the first of our special 2 part series, we shared six ‘workplace crimes’ that middle managers often commit. Here’s a quick recap:

1. Making suggestions – the higher up you go, your suggestions become orders
2. Asking “Am I right?” – posing this leading question which will only solicit nods instead of objective critique
3. Trying to win battles with employees – talking your employees down and showing who’s boss
4. Interrupting subordinates when they’re presenting – not allowing subordinates to presentation because your synapses are firing and you’ve got lots of questions
5. Adding too much value – hijacking a subordinate’s presentation
6. Agreeing with a “No” – showing that you’re one step ahead of them

Unbelievable, right? Yes, and it happens daily, almost everywhere around the world.

Let’s take a look at another six common workplace crimes.

7. Showing off your experience and superiority

“When I was a  _______, we did _________ this way”

It’s tempting to talk about how resilient you were when you first started out, or how you challenged the odds with very little way back then, or even how you gathered data when the internet was in its infancy. What good does it do for the team? Nothing. Instead, it’d be better if you recognised that times change, things change, processes change, ways of working change.

What you should do: Avoid the temptation to compare and recognise that the ways of working or data gathering have changed. Embrace it and enable your team to do things the modern way. At the end of the day, what counts is the outcome, not the process.

8. No, But, However

No – means you’re wrong

But – means you’re wrong

However – means you’re wrong

Are you guilty of starting your replies with Nos, Buts and Howevers? Many middle managers are, and they just don’t realise it. These three words aren’t great for encouragement, and they showcase your reproach.

What you should do: Try banishing these words when you have to respond to your employees. Cull the urge to dismiss their suggestions or findings. Instead, drop in phrases that heighten the discussion. Consider questions like: “What other ways can we approach this issue?” and “I’m happy that you’ve given this so much thought. If you did ______, what would be an alternative outcome?”. Or you could even challenge them to do some scenario planning to think of outcomes that they’re currently not thinking about.

9. Being negative and telling people why their ideas won’t work

If Nos, Buts and Howevers should result in jail time, then telling employees why their ideas are bad deserves the death penalty. It does nothing for the employee’s morale and desire to create.

What you should do: Think of an alternative approach to addressing the issue. Instead of, “This just does not work, start again!”, talk through the scenario with your employee. Get him to realise and see for himself why his idea won’t work. He will appreciate your guidance and probably even marvel at your forward thinking.

10. Withholding information to gain power

Have you come across pieces of information, or presentations, or read a blog post with great tips – but did not share these with your team? You probably felt like you had a wild card in your hand with that new information, didn’t you? What you’re really doing is slowing down effective work by sharing useful information that your team could use in their daily work. You think you’re gaining an edge by keeping information to yourself, but you’re only preventing your team from doing its best. This misplaced desire to win is toxic and unnecessary.

What you should do: When you come across useful information, whether from internal or external sources, share it with your team. There’s a high chance one or more of your subordinates will be able to develop new ideas that will be beneficial for your team as a whole.

11. Speaking when angry

A major workplace “no, no”. Managers create a toxic environment when they lash out at their employees. This is commonly known as ‘leadership by fear’. When done repeatedly, employees will become reserved, and will eventually leave the team. Worse still is when they admonish their employees in front of others and belittling them.

What you should do: You’re only human, so you can’t avoid getting irritated or angry sometimes, especially when you, your ideas or beliefs are challenged. When you can sense that you’re going to blow your top, step away from the meeting and move to a place where you can cool off before returning to the meeting. If necessary, postpone your meeting to another day.

12. Withholding recognition

How often do you praise your team or give them recognition for their good work? A lot of research has gone into proving that there are things other than money that motivate employees. Praise and meeting targets are just two of many motivators.

What you should do: Don’t wait for ‘special moments’ to dish out praise or give your team recognition. Praise often and in the presence of others. It’ll make your employees feel special, and it’ll give them just the boost they needed to strive for more and do better.

While this list of workplace crimes are not exhaustive, they’re probably recognisable by many managers. If you think you’re guilty of committing some of them, we hope this 2-part special will help you become a better manager.