CleverControl talked to experts and rounded up the most common misconceptions of leaders. Here is the list of 17 fallacies of managers both inexperienced and quite "experienced" ones.
الناس يفكرون بنفس الطريقة التي أفكر بها
تعليقات جانيس بيترسون، مديرة التطوير والشريك في ملكية مجموعة سمارت هاوس:
"When I was a young Manager in a big company, I naively believed that people are telepathic, and if I can do something quickly so can they. Pretty quickly I figured out that it’s not true at all. After I became the owner of my own business, I also initially often was wrong about people’s motivation – I believed that they perceive the same business goals as well as I do."
إذا قمت بالتعليمات، فسوف يتبعونك
يقول روبرت بيل، الرئيس التنفيذي لمركز الاستشارات Step Seek:
"Aspiring managers have the following fallacy: assuming that if people are given a task they will definitely perform it. They do not think that the task should match the performers. People should be competent to solve the problem, have the authority to address it and be motivated to produce a result. Otherwise, the situation will be exactly as in Antoine de Saint Exupéry's "The Little Prince": "If I ordered,” said the king. “Ordered a general to change himself into a sea bird, for example, and if the general did not obey me, that would not be the fault of the general. It would be my fault."
If you don't push people, they will do nothing
إنه عكس المفهوم الخاطئ السابق. تعليقات من دونا مايرز، الرئيس التنفيذي لشركة Present Green:
"Most people don't understand what it means to manage: it means to work systematically and as a team:
- هو أن تجد أشخاصاً أذكى منك;
- هو منحهم الفرصة والأدوات اللازمة;
- هو إنشاء وتطبيق معايير تقييم العمل لمرؤوسيك;
- هو عدم تحميل الشخص أكثر من اللازم;
- هو التحدث إلى الناس ونقل جوهر العمل والقيم إليهم.
Most managers I meet are bad at delegating, they disrupt the subordinates’ with work regular reports-issues-meetings, change the rules id they don’t want to follow them themselves, overload people with tasks, and do not care about feedback".
إذا قمت بزيادة الرواتب سأزيد من الحافز
تقول كريستينا ليفين، كبيرة المدربين-المستشارين في شركة إنتر ثاندر:
"Most of the leaders’ misconceptions are the limiting beliefs: "If I raise employees’ salary, they will work better". Experiments show that the introduction of two ten-minute breaks has a greater effect than a small salary increase."
سيتم حل النزاع من تلقاء نفسه
تواصل كريستينا ليفين
"Some leaders mistakenly believe: "If I do not intervene in the conflict, it will be resolved by itself". But most often the opposite happens: the conflict draws more and more employees and causes a significant loss of working time."
لا يوجد وقت للحديث عن الاحتمالات، فمن الضروري حل المشاكل الحالية
Says the head of the event agency "DirCut" Adam Walters:
"Instead of thinking about the development, planning the future, and investing in the promotion, a "young" manager seeks to be in command of everything and clings to the work of the subordinates. Of course, it is important to stay in the team and know what's going on both psychologically and tactically. But participating in all processes that are a part of subordinates’ tasks is not at all necessarily. It is important to be in the right place at the right time, so come and save the day, because it's your job as a leader, and the rest of the time you have to deal with the implementation of the development strategy of the company or department: to develop new and potentially profitable markets, tasks, and clients."
كما تتحدث دوروثي ريتشاردسون، كبيرة الاستشاريين في OneWiser، عن الاستهانة بالتفكير في المستقبل:
"If we talk about novice leaders, often they are confident that they will succeed without fully thinking through their decisions, their level of the "strategic thinking" competency is quite low. Therefore, they often make mistakes of not thinking through their ideas, are inexperienced in making certain decisions at first, and have some difficulties with the delegation of authority and the optimal allocation of working time of their subordinates."
