If you think your manager offers some freak of nature and you are clearly the luckiest person alive, I’ll break it for you gently: She or he is human and will make mistakes.

The great ones stand up using their errors by the) acknowledging they made an oversight and correcting a behavior (think humility), or B) acknowledging a blind spot that needs to be addressed, then doing something over it.

Lets dive in to a few prevalent Kogan Page Leadership Business Books that even the best and smartest leaders usually make.

1. The big mistake of not giving employees a listening ear.
Recently i wrote about the powerful business practice of “stay interviews.” Unlike the exit interview, this idea relies on hearing employees’ feedback to acquire fresh comprehension of increasing the workplace that will assist retain those valued employees today–not after they have emotionally disconnected and turned in their resignations. Leaders who check hubris on the door and listen authentically in doing this build trust, but even the smartest of leaders have this blind spot where they just don’t leverage active listening skills to construct and support culture. The material being seen to employees is they aren’t viewed as important and part of the family — a critical mistake even for the brightest leaders.

2. The big mistake of not giving employees enough information.
Great leaders inform their workers when you’ll find changes happening. They inform them just as much as they are able to, once they can, to avoid disengagement and occasional morale. They provide employees medical of your new strategy, and suppress and deliver unpleasant surprises later. Once the chips are down, they reassure their workers by giving them the important points and exactly how they can fit in the big picture. They never stop asking for input and exactly how employees are feeling about things. Finally, they deliver not so great news diplomatically and tactfully, picking out the timing and approach well. Unfortunately, when even the best of leaders don’t communicate authentically at this level, consistently as time passes, they’ll find that their men and women will distance themselves and lose their trust.

3. The big mistake of not coaching their workers.
In the sports world, it is necessary to get the best athletes to experience a coach. However, if looking at the business world, coaching is often a rare commodity. As great and smart as some managers are, they sometimes don’t have the time or knowledge, or start to see the value in coaching. The concept around coaching should change because, truthfully, managers that are good coaches will produce greater leads to a shorter period, increase a team’s productivity, and consequently develop more leaders from their followers. Coaching in its best form must not be an elegant and fancy process requiring a large budget. As soon as you nail on the basics, it’s only a procedure for mutual and positive dialogue that also includes communicating with them, giving advice, providing support, following through on action planning, and making time for you to help grow a worker.

4. The big mistake of not recognizing their workers.
Even reliable of leaders will find that — while keeping your focus on driving the vision, implementing the strategy, goal setting and expectations, and making the numbers — they overlook the power that comes from employee recognition. To drastically help the employee experience, leaders should attain innate and necessary human need for appreciation. It’s within the human design to be acknowledged for excellence at the office. Research through the IBM Smarter Workforce Institute and Globoforce’s WorkHuman® Research Institute confirms this. They discovered that employees “working for organizations that provide recognition programs, and particularly people who provide rewards based on demonstrating core values,” stood a considerably higher and much more satisfying employee experience than these in organizations that won’t offer formal recognition programs (81 percent vs. 62 percent).

5. The big mistake of your “closed door policy.”
Through an open-door policy is often a communication strategy for engaging your workers at a advanced, but even the best and brightest of leaders forget or don’t leverage this practice. One great example is Credit Karma founder and CEO Kenneth Lin. He operates having an open-door policy, that he calls a “keystone permanently company communication.” This will be relevant being a company grows and sets out to distance itself featuring its many layers. Lin says, “I want new employees to think that it is a mission we are all in together. An open-door policy sets a bad tone because of this. Whenever I’m within my office and available, I encourage that you come by and share their thoughts about the way they feel Credit Karma is doing.” The tactic helps loop him in to what Credit Karma employees are referring to, which improves morale and lets employees know he’s a part of the team.
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