Unless Michael Scott is your management hero, you probably care more about getting results than getting your reports to like you. That's as it should be: it's too much to ask people to do what you tell them to do and validate you at the same time. But that doesn't mean that you should be indifferent to how your team feels. To be most effective, you need to build the kind of relationship where your people have trust in both your judgment and your discretion. Building respect should be one of your top priorities.
The white whale of hiring new team members is finding the perfect "culture" fit. Managers depend on their employers for some parts of the equation, including offices with the right layout, an attractive salary, and the right perks. Hopefully, they have more control over the people part of the puzzle, gathering the right personalities to produce the best work possible. And yet, a common refrain is that the majority of workers – in fact, 70 percent of them – aren't happy at work, and in turn, are not engaged. So what is it that managers are getting wrong with their teams?
If you don't like your boss, you probably don't love going to work every day. In fact, bad managers are the number one reason people quit their jobs. No matter how you feel about your boss now, getting along better could make a big difference to your happiness at work. It makes sense to try to fix this dynamic. Here are a few things to keep in mind to help you build a good relationship with him or her.
Anyone who's ever had a job knows the impact a boss can have on the happiness of employees. A bad boss, whether she be cruel, overly demanding, or simply incompetent, can be enough to drive workers out the door. But, it turns out that the behaviors and attitudes of managers might have a bigger impact on the lives of employees than is immediately obvious. Let's look a little more closely at how managers' behaviors affect the people around them.
The most important meeting you have on your schedule isn't your annual performance review or even the quarterly board meeting: it's the one-on-one you have with your reports, hopefully once every week or two. Here's what you need to know about making these one-on-one meetings a good use of everyone's time.
Forty-six percent of new hires don't last longer than 18 months, primarily due to "poor interpersonal skills," according to a study by leadership training company Leadership IQ, despite the fact that candidates are arguably more qualified than ever before. Certainly, they're more educated: 873,000 Americans are projected to earn master's degree in 2016/17 (a more than 50 percent rise since 1997), according to the U.S. Department of Education. The bottom line is that a candidate's resume isn't the only — and at times not even the most important — predictor for staying power or long-term success.
A lot of people use the word "manager" as a part of their job title or description, but "leaders" don't get that label simply by being appointed to a post. Leadership is earned, and is hard-won, by the folks who prioritize and understand the traits and qualities that come with the unofficial title.
Research shows that 65 percent of managers are "checked-out" at work, which means that there's a 65 percent chance that your boss is not so great. If you're unsure as to whether your direct manager is part of the misery-inducing majority, then here are a few surefire ways to tell. You're welcome and good luck.