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Poor communication results in managerial dysfunction and vice versa. That often happens because a significant number of workers is mistakenly promoted into management.
You’ve heard of The Peter Principle, right? That’s when people rise to their level of incompetence.
The late University of Southern California professor and author Laurence J. Peter also theorized about what he called “percussive sublimation.”
He said people are promoted to get them out of the way of high-performing workers.
When, actually, they should be demoted to their level of competence.
Let’s consider the basic shortcomings of many new managers.
They simply don’t understand human nature and how to communicate with employees.
So many people don’t receive adequate professional management training or they don’t receive any at all.
So what can be done?
The prescription: Adequate professional training and self study.
It’s a simple concept but can be a challenge to implement.
There are four ways new managers typically misfire in communication:
1. They don’t correctly address attitude problems among their employees. For instance, there are common traits among employees who are likely to quit — even those who are secretive about their plans. Managers often don’t know when they’re losing employees.
2. They don’t adequately follow organization policies or direction from their supervisors. That’s one reason why they don’t or can’t market HR-policy changes to employees.
3. Because of a lack of authority with peer managers, many fail to use persuasive tactics to resolve problems. Savvy employers know poor communication skills hamper efficiency so they continually strive to improve communication.
4. Open communication is not used to issue directives to their staff – employees perform better when directives are explained well and they feel empowered. Companies succeed when they power their brand with employee empowerment.
Furthermore in management:
Managers must learn to deal with know-it-all workers; learn how to motivate shy people who aren’t assertive even if they have good ideas; and motivate workers who only view their tasks at the end of their nose and simply follow orders – no matter what the consequences are.
Managers need good listening and communication skills, especially for the majority employees who are competent with good ideas and performance.
The best managers create a positive environment and encourage the expression of ideas from their workers. In disagreements, they need to be assertive in managing disagreements.
From the Coach’s Corner, related management content:
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“So much of what we call management consists in making it difficult for people to work.”
-Peter Drucker
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