Seven “deadly sins” of the head, or How not to commit a big boss
20% of the company’s success depends on the employees and 80% on the manager. The leadership style may be different, as well as the tasks of the business itself. But in every case there are general rules, which are vital for a top manager. Nadezhda Givora called the seven “deadly sins” of the leader, getting rid of which you and your team will definitely reach a new level
Sin One: “Nobody Can Do It Better”
Managers often continue to do all or much of their own, believing that it is easier and faster to do it yourself than to explain to subordinates.
Why does this problem occur? What is the root of evil?
No matter how strange it may sound, the first reason is the high level of expertise of the manager himself and his excellent results at the level of the executor in a specific area of knowledge or in one of the business functions.
This happens if the employee for most of his career was an expert in any one direction and as a result gained such a reputation in the company that he was promoted to the head of this direction. However, at the new level of his career, he does not have the skills he needs in his role as a manager.
The paradox is that the skills needed at the new level of the career ladder are not taught in any Russian company. At least that was the case with me. At the level of a good performer, employees are taught to do everything on their own, and very rarely encourage delegation. So it was 10 years ago, it happens now. But when an increase occurs, they require new approaches to the execution of new functions from the manager, as if with a change in the name of the position on the business card, new neural connections should be automatically inserted into the heads, designed to provide us with new skills.
But the most difficult problem is that you always have the feeling that another person will do the same thing at least three times worse than you. This is due to the fact that, during your work and the development of expertise, you already had an understanding in your head of how to do it, how to do it. There is only one way out of this situation: to recognize this as a fact and come to terms with it, not to be afraid to delegate. Otherwise, you yourself will greatly slow down both your development and the development of your business.
Moving from an executive to a manager who leads a team of specialists goes through writing clear instructions for those specialists that you will manage. The next stage is the transition from a manager to a director. At this stage, you prescribe regulations for managers, how exactly they should control your employees, how exactly they should set tasks, what exactly they should check.
The third stage is the transition to the level of a business owner when you consider a business as an investment tool. The business is managed by an executive or CEO, you just set tasks for him and control once a month the progress of their implementation. This is the height of managerial skill.
The main task of the manager, when he comes to the office in the morning and looks at his list of tasks, is to delegate 90%, then look at the remaining 10% and decide which of them can also be delegated.
Sin Two: lack of time for managerial functions
Often we see such a picture: the first head does not have time for his direct duties – strategic management.
My personal example. I was promoted to a manager, and at some point I realized that the lack of time began to grow in proportion to my duties and responsibilities. I spent more than twelve hours at the workplace, but during this time I didn’t really have time to do anything. The whole day was busy, but the really important things remained untouched.
I began to understand and came across information that strategies for avoiding problems are subconsciously embedded in each of us — our brain unconsciously seeks to do so.
To do something yourself is a small problem, because it takes a little time, especially since we are experts on this (see the deadly sin of the head number 1). It’s quite another thing to start training your employees, to start building procedures and procedures so that the system works without the personal involvement of the manager every minute. This is a really serious, big problem.
And here there is a choice: choose a small problem, but quickly solve it, or a big problem, and at the same time there will be no quick results. This is the first.
And the second point is visible results. When we take on some great work of the strategic plan, where we have to work out something difficult, it requires serious efforts. It is necessary to prescribe regulations, make instructions, make templates. This is a great job, the results of which can only be seen in a month.
The biggest internal conflict that arises in a manager is the desire for quick results and the simultaneous desire for long-term results. Fast contradicts long-term almost always. If you struggle to get more money in the moment, you will be in a constant state of putting out fires.