If you believe your manager is some freak of nature and you’re the luckiest person alive, I’ll break it for your requirements gently: She or he is human and may make mistakes.

The great ones rise from other errors by A) acknowledging they made an error and correcting a behavior (think humility), or B) acknowledging a blind spot which needs to be addressed, then doing something regarding it.

Lets dive into a few prevalent Kogan Page Leadership Business Books that every and smartest leaders make.

1. Larger than fifteen of not giving employees a listening ear.
I just wrote about the powerful business practice of “stay interviews.” Unlike the exit interview, this concept relies on paying attention to employees’ feedback to have fresh understanding of improving the workplace that can help retain those valued employees today–not when they have emotionally disconnected and submitted their resignations. Leaders who check hubris on the door and listen authentically in this way build trust, but even the smartest of leaders have this blind spot where they don’t really leverage active listening skills to construct and support culture. What it’s all about being seen to employees is they are certainly not considered important and the main family — a critical mistake even for the brightest leaders.

2. Larger than fifteen of not giving employees enough information.
Great leaders inform their staff when there are changes occurring. They tell them around they’re able to, every time they can, to stop disengagement and low morale. They give employees the pros and cons of the new strategy, and suppress and deliver unpleasant surprises later. When the chips are down, they reassure their staff giving them information and the way they fit in to the big picture. They never stop seeking input and the way workers are feeling about things. Finally, they deliver not so good news diplomatically and tactfully, deciding on the timing and approach well. Unfortunately, when every of leaders are not able to communicate authentically at this level, consistently after a while, they’ll see that their people will distance themselves and lose their trust.

3. Larger than fifteen of not coaching their staff.
In the sports world, it’s essential to find the best athletes to experience a coach. However when you are looking for the business enterprise, coaching is a rare commodity. As great and smart as some managers are, they typically do not have the time or knowledge, or begin to see the value in coaching. The belief around coaching must change because, truthfully, managers who are good coaches will produce greater results in a shorter period, increase a team’s productivity, and consequently develop more leaders from their followers. Coaching in the best form doesn’t have to be an elegant and fancy process requiring a big budget. As soon as you nail along the basics, it’s simply a means of mutual and positive dialogue that features asking them questions, giving advice, providing support, executing a trade on action planning, and making time for you to help grow a staff member.

4. Larger than fifteen of not recognizing their staff.
Even the best of leaders will find that — while keeping focused on driving the vision, implementing the strategy, setting goals and expectations, and making the numbers — they neglect the power that arises from employee recognition. To drastically enhance the employee experience, leaders should access the innate and necessary human need for appreciation. It’s inside the human design to be acknowledged for excellence at work. Research through the IBM Smarter Workforce Institute and Globoforce’s WorkHuman® Research Institute confirms this. They found that employees “working for organizations that provide recognition programs, and particularly the ones that provide rewards depending on demonstrating core values,” stood a considerably higher plus more satisfying employee experience than those in organizations that will not offer formal recognition programs (81 percent vs. 62 percent).

5. Larger than fifteen of the “closed door policy.”
Through an open-door policy is a communication way of engaging the workers with a high level, but every 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 they calls a “keystone for good company communication.” This will be relevant as a company grows and sets out to distance itself featuring its many layers. Lin says, “I want new employees to feel as if this is a mission we are all in together. An open-door policy sets a bad tone for this. Whenever I’m in my office and available, I encourage anyone to come across and share their opinion of how they feel Credit Karma does.” The strategies helps loop him directly into what Credit Karma workers are referring to, which improves morale and lets employees know he’s a part of the team.
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