April 23, 2012

Is your management style causing problems?

• 1 Comment |
• E-mail |
• Print
• • Share:
  •  
  •  
  •  
  •  
  •  
  •  

(Archive photo)

By Joyce E.A. Russell / Special to The Washington Post
The news talk shows and columnists are always quick to analyze political candidates and their personality flaws. Mitt Romney, for example, has been called out for his "poor connection and lack of empathy" with voters.

Perceptions of candidates' styles seem to be an important factor in how we evaluate them. As leaders, they won't get elected or be able to influence us if the public can't get past their stylistic "problems."

The same is true in organizations. As a career coach, when I ask individuals who among their peers they do and do not want to work with, they have no trouble giving names and stating their reasons. Their reasons usually come down to two factors -- performance or personality.

Here are some of the primary issues that seem to cause stress among peers and reasons for why they don't want to work with a particular individual:

An abrasive style, tactlessness or lack of empathy. Smarts can't save you. While your peers might put up with you longer if you're intelligent or have some particular expertise, that doesn't last forever. After a while, the abrasiveness hits a nerve. As one employee said, "There are plenty of smart people out there; it's easy enough to find one who is smart and empathetic."

Intimidating, domineering or condescending style. Treating some individuals as if they aren't at the same level or using sexist, racist or other offensive comments in the "spirit of being funny" offends the targeted individuals and others who don't appreciate a disrespectful, insensitive attitude.

Disengagement or inconsistent engagement. Peers have trouble with individuals who seem enthused for some projects, but tune out for others. They want consistency.

Unwillingness to change. Peers are not willing to accept excuses like "this is who I am, and I can't change that part of me." They figure if you're willing to change so many other things in your life (technology, partners, cars, houses), you can make some personality adjustments.

Undependability. As one person noted, "when someone waits until the last minute to do their work, it stresses the entire team."

Disorganization and lack of focus. One person mentioned a colleague who "always derails the conversations, goes off on tangents and causes the group to lose focus."

Poor communication skills, especially failing to listen to the views of others. Coming across as overbearing, stubborn and opinionated rather than being open to hear diverse perspectives. Being a devil's advocate all of the time, without ever offering any praise or positive comments.

Negativity, moodiness or bad temper. Individuals want to be around positive, hopeful people.

Don't be the source of the problem. Collect candid feedback from others on your work style. Be sensitive to the reactions of others and be open to adjusting your behaviors to fit the current situation. Research has shown that people better at self-monitoring are often more effective in managerial positions because they are required to read situations and play multiple roles when communicating with different types of people.

Factors that employees have told me they most appreciate in peers include:

Collegial skills -- a willingness to put the team or others first and help out the group, being inclusive by ensuring everyone's ideas get heard.

Consistent high-quality work performance, regardless of the project

Timeliness of work -- delivering when you say you will deliver, and if you can't make a deadline letting people know. As one person noted "colleagues who overpromise and under deliver are the worst because they hold up the entire team."

Positive "can-do" attitude and enthusiasm for the project at hand. Willingness to learn. Appropriate sense of humor. "It is contagious and makes us all want to work together."

Dedication to the project. As some have said "it's a person you can count on who won't rest until the project is completed."

Consideration of others and being trustworthy -- being sincere and genuine and truly caring about teammates. No hidden agendas.

So, if you want to be able to lead or influence others or even get them to pick you for that next project, think about your own style and what might be holding you back.

• 1 Comment |
• E-mail |
• Print
• • Share:
  •  
  •  
  •  
  •  
  •  
  •  

Read more
Workplace Topics, featured, management

1 Comments

rubicon on April 29, 2012 9:17 AM | Reply

Great article. Too bad the "boss" won't adhere to it since they've no direct supervision. Also, many go into "bossing" because of politics versus competence, so good luck on anyone in the manager's seat being terribly receptive.

Leave a comment

* required field

Your name: *

E-mail address: (Will not be displayed)

Your comment: *

Captcha:

Type the characters you see in the picture above.