There are at least four reasons why some managers don’t do their jobs.
First, they may not feel that a particular task is their responsibility. This means that they do not have a clear understanding of what a manager’s role is. HR needs to clarify to the manager why the manager is the appropriate person to perform the task.
Second, they may not want to perform the task. This either means that they don’t feel the task is worth the effort, are uncomfortable with the task, fear that they will be unsuccessful if they attempt it or are just plain unmotivated. In all cases, upper management needs to identify objective and measurable performance expectations and hold the manager accountable for achieving them. In addition, the manager may need training to build competence and confidence in the necessary management and interpersonal communication skills.
Third, they know that they don’t have to do the task, because HR will. This means that they are not being held accountable for fulfilling their own responsibilities- and for some reason, HR is willing to step in. There is a role for upper management, as described above. The HR manager should help the manager understand that HR can serve as a sounding board but will not step in to directly handle the situations.
Fourth, they don’t know how to perform the task. This means they lack the necessary skills and will need to develop them.
Interpersonal Skills: The Missing Link and a Solution
A lack of interpersonal skills is a major cause of the managers’ inability or refusal to do their jobs. Management requires effective interpersonal skills. This is true whether the manager is leading change, handling a difficult employee, giving performance feedback, providing coaching, creating a motivational environment, or building a team.
Managers do irreparable damage to their working relationships with their peers, their employees, and their customers when they: lack emotional intelligence, cannot control their anger or their tone of voice, can’t make decisions, don’t delegate, don’t communicate clearly, don’t listen, don’t know how to collaborate, or don’t handle conflict or disagreements objectively or professionally.
According to Harvard University researchers, 85% of job success comes from having well-developed interpersonal skills. If you want your managers to start doing their jobs, they will have to develop interpersonal skills and build the confidence to use those skills in their daily interactions.
Question: Are your managers managing, or do they need help?
#management #humanresources #productivity #motivation #personaldevelopment