3 Ways Managers Kill Engagement and Crush Motivation

3 Ways Managers Kill Engagement and Crush Motivation

Very few managers wake up every morning with the thought: “Today, I’m going to get my team members to quit and discourage them in every method I have.” However, most managers spend a lot of their working hours doing this. This may not be their intent; however, if you observe them, discuss with their employees, and look at the outcomes they create and observe the results they produce, it’s precisely what happens. So, how can managers make the massive difference between what they want to be happening and what actually causes it to occur? If you look at them closely, you’ll see how certain of their beliefs and actions result in different outcomes than what the majority of managers claim they want.

As a manager, you are able to perform their work or yours, but you cannot do both.

I am the best

A lot of managers are promoted from an independent contributor position to a managerial position and are now in charge of employees who perform the same tasks they did previously. In these cases, the manager is often convinced that they were promoted because they were an expert in the job. Sometimes, this is true; that could be a factor in the issue. This person needs to be a leader, something they are but not so great at doing. The manager is able to go through the day believing that the job is to teach others what they need to do. Are you motivated or engaged within a work environment that has the boss watching over you and making corrections regularly? It’s unlikely.

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As the leader, your task is to build capabilities, improve people’s performance assist them in learning and achieve their goals. It’s not about giving them instructions on how to perform things. The learning process isn’t as effective when you give instructions; it’s best accomplished by letting them play and make mistakes, then chart an alternative route and then take another shot. They require your help as well as your questions and assistance, but not your answer.

It is the speed that is most important over everything else.

The main reason we do not take care as managers when it comes to how we interact with our employees is that we believe it is quicker to tell employees how to behave. Perhaps we are even convinced that pushing them more or shouting louder can help things get done more quickly. But here’s the thing that it doesn’t. It also reduces engagement. Violence, or something similar or similar to violence, is the most efficient method to change behaviour. However, it’s not sustainable and kills our society. The top performers simply won’t tolerate this for long. They will move to a location where they can develop to be successful, flourish and achieve their full potential. It’s all about speed, but it’s not as important as the direction. What will your team look like within six months or even one year? Are they a high performer, highly motivated, and flexible group or a collection of subpar employees who are waiting for your instructions and try to avoid getting blamed for anything and arrive with no enthusiasm for their jobs? The answer to this question is more significant than how quickly they complete their immediate assignment. As an administrator, you must prioritize the improvement over the long term of the team over today’s self-imposed deadlines.

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My method is the only way to go.

This is a fascinating thing to watch while I have managers that attempt to increase an atmosphere of engagement, only to abandon it instead of letting others solve the problem without assistance. There is a strong demand for managers to develop their own ideas in place, even if the ideas they came up with might actually be better. As I guide leaders to allow their teams to come up with their own solutions for which they are accountable, I repeatedly observe as managers return to add their personal stamp to the idea or take it away from the group and alter the idea. This gives the team a clear and loud signal: “your ideas aren’t good enough. I, the all-knowing manager, will be taking these ideas and turn them into workable and then return them to you to carry out in accordance with my requirements.” This creates a place to which people are eager to go each day. Managers have to keep in mind that employees are usually more in touch with the issue and might have better ideas than we can. More importantly is the fact that we must realize that if we allow people to use our ideas, we’ll ultimately have the responsibility to make those ideas successful. If people come up with themselves solutions that work even if they’re not exactly what we would have picked, they’ll have ownership for the solutions they come up with and the outcomes they bring about. We will see commitment instead of simply compliance.

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Leaders, in turn, must confront the consequences which our actions can cause. As we develop behaviours and patterns that are difficult to alter, as leaders, we have to be able to step back and consider the type of team we’d like to be and how we can help them reach their goals. Individually, we generally dislike bosses who are constantly slamming our ideas and our actions, smug experts who insist that they have the best view and managers who are spending the majority of their time criticizing our flaws. But, we end up becoming these very people if we don’t make a conscious effort to avoid it. Our task is to build the capacity, engagement, dedication as well as satisfaction, which will help our employees and our company achieve their full potential. We need to look at the actions we take on a regular basis and determine whether they help us achieve that goal or hindering us from reaching getting there.

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