How not to manage people

Emma DavisPosted 22 June 2017 By Emma Davis, HR Consultant In Human Resources

"Leadership and learning are indispensable to one another"
John F Kennedy

Managers are the lynchpins of many organisations, holding together teams to achieve a common goal. Often employees are promoted into managerial roles with little or no support or skills training, and often ‘learn on the job’ which can have consequences. Skills can be taught, but attitude and judgement is only developed over time with the right support.

Here at Monahans HR Solutions, we have put together our favourite ‘mistakes’ and ways in which to prevent them from happening.

It’s good to talk!

This says it all really (was it on a BT advert?). Communication is key and it doesn’t have to be complex or long-winded. Ensuring your teams have clarity over working practices, business changes and their own contract terms is essential in making sure everyone knows what they are there for.
A regular catch-up (key if you have homeworkers), robust recruitment practices, committing to holding appraisal meetings and timely business updates, will reduce the risk of someone claiming ‘not to know’.

Walk the Walk…..

Following up on actions agreed should be part of your communication strategy, by managing expectations and making it clear to your employee what has been agreed. Clarifying points in writing is always recommended however brief the conversation, particularly if it’s about changes in the workplace or terms and conditions.
If you’ve committed to reviewing the change, put a date in the diary. The longer it’s left, the more likely distrust and lack of motivation will follow.

Only the Lonely..

Whilst it is important to understand what is going on in your employees’ lives, it’s advisable to keep work and personal life separate. Just in case you ever have to put your leader hat on and deliver bad news. Which leads me on to…

Do your best but….

Often the most informal work situations turn sour because suddenly the Manager has to make some difficult decisions or an issue has arisen that means an awkward conversation has to take place. Sometime the informality that was in place is then turned on its head to be interpreted as people gossiping, sharing information they shouldn’t and certain employees getting preferential treatment over others. Keeping an even keel on how you manage custom & practice and general conduct at work, might just prevent a sticky issue in the future.

To discuss this or anything else please contact Emma Davis on 01793 818300 or send her an email,


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