First, a short story.
Not long ago, a team we are familiar with described their experience with a difficult manager. The frustration level was such that the core team were ready to quit.
Their issue? A lying Manager.
The team was weary, distrustful, often cranky and angry at each other, and they were beginning to unravel thread-by-thread. It was easily traced to the manner in which the manager had been handling the team.
Sadly, the issues they had went on for a number of years:
- They were all privately told different versions of what was going on in the team.
- The manager made promises to all of them, separately, but did not always back it up or follow it through.
- The manager continually deflected accountability for actions by pointing in any direction but his own, including pointing up the chain or at other team members.
- Many of the stories pitted members of the team against one another.
- The manager promised roles to team members when that role already belonged to other team members, without using professional due process.
In addition to lying, the key ingredients to frustration were the manager’s inability to take ownership or accountability for most actions, especially anything the employees disliked or when they challenged his lack of willingness to be open about future planning.
The thing about lying is, as mentioned in a previous post Liars get caught, period, the lies are almost always found out, eventually. When a manager lies to his team, he destroys trust. Avoiding difficult situations, or conflict altogether, are as good as lying and continues to diminish trust within a team.
Ways to be an honest Manager, especially through change
Hold yourself accountable and take responsibility for moving the team forward. The manager who falls into the habit of blaming their bosses for decisions made loses the team and creates an ‘Us against Them’ environment. This can be avoided by one of the foundational principles of management, keeping the team unified and in alignment with the company strategy.
- Take ownership of the decisions which are out of your control and made at a higher level.
- Champion these decisions as your own and encourage your team to do the same.
- Recognize when you are powerless to change the decision and move on professionally, even if you disagree (keep it to yourself) as you are the ambassador for the people who lead you.
Build the functional capability of the team as a team. Many a manager believes that once given the title they are empowered to make all the decisions and the team must simply follow it through. While that may be true in terms of power and authority, by disrespecting your team members’ valuable knowledge and ignoring group decision making, a manager may be putting the team, and ultimately the company, at risk.
- Make meetings productive by listening, not by trying to be the smartest person in the room. Ask a lot of questions and get answers from your experts, leverage the team ‘on the ground’ and utilize and respect their knowledge.
- Mine solutions from the whole group then ask all in the room to question the validity and be the ‘friendly critic’ who can identify associated risks.
- Keep ‘water cooler’ conversations away from planning and decision-making unless you are focused only on that team member’s performance.
- Never make promises you cannot keep, the entire team will slowly begin to distrust your leadership.
- Focus on the strengths of the whole team united, the importance of a team that works together and is not in conflict.
These are a just a few ideas for helping your build honesty and trust within your team. An honest, transparent and trustworthy manager is far more effective than a top-down, distrustful one. Leadership is not about you, it is about the team and what is best for the company. Open, honest transparency will be a far better guide through change and will serve you as a new leader in all walks of life.
What ideas can you share with new managers?
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Patti Blackstaffe works with people and organizations in implementing sustainable change in a rapid changing world. Her key areas of focus are change management solutions both at the project level and the organizational level. She has over 10 years of experience in change management, has worked on projects that impact 50-30,000 people in both large and small organizations. Patti brings experiential design thinking into all her projects ensuring solutions are relevant, simplified and the implementation makes sense.
You can reach Patti at 1-855-968-5323
Contact us here to work with us.