Are You Guilty of Management Misbehavior?

Are You Guilty of Management Misbehavior?
By Bob Moore, CMC, The Effectiveness Coach®

Work Count: 295 Words
Reading Time: Less than 2 minutes

Many managers and team leaders are guilty of misbehavior. Before you stop reading, here is my definition of misbehavior-anything we say or do that interferes with our intended results. For example, if your intended result is to achieve a level of service and product quality that creates a competitive advantage, misbehavior is anything you say or do that prevents that from happening. A fully engaged team of top talent is your single greatest weapon against your competition.

Common characteristics of many team leaders include a highly directive, decisiveness and result-oriented behavioral style. They are often focused on getting a lot done quickly and may lack the patience to consider all the facts before making a decision. However, when their strengths are over-extended, a direct and to-the-point approach may be perceived as blunt and uncaring. Under pressure or when stressed, this type of manager may become domineering.

To be fully engaged, team members expect leaders to value a participative, collaborative approach and respect the needs of those who tend to be process-oriented. Many team members thrive in an environment of stability, security and freedom from conflict and tension. What effect do you suppose an impatient, highly directive team leader can have then?

Team leaders who intend to build a fully engaged team of top talent must learn behavioral adaptability and continually work on trust building skills. Our behavior determines the degree to which we will be trusted, endorsed and whether we will be effective as a leader. A highly effective team leader will cultivate the behaviors required to be perceived as congruent, open, accepting and reliable.

Enthusiastically,

Bob

Bob Moore, CMC®, President
Effectiveness, Inc/The Effectiveness Coach®
Aligning Human Capital with Strategic Objectives

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