If you feel your employer is a freak of nature and you’re the luckiest person alive, I’ll break it to you personally gently: They’re human and may make a few mistakes.

The truly great ones stand up from other errors by way of a) acknowledging they made a blunder and correcting a behavior (think humility), or B) acknowledging a blind spot which needs to be addressed, then doing something regarding it.

Lets dive right into a few prevalent Cheap Leadership Business Books that even the best and smartest leaders makes.

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 paying attention to employees’ feedback to have fresh clues about enhancing the work place that will assist retain those valued employees today–not after they have emotionally disconnected and completed their resignations. Leaders who check hubris in the door and listen authentically in doing this build trust, but perhaps the smartest of leaders have this blind spot where they don’t leverage active listening skills to create and support culture. The content being seen to employees is always that they are certainly not viewed as important and the main family — an important mistake for even the brightest leaders.

2. The big mistake of not giving employees enough information.
Great leaders inform their employees when there are changes going on. They let them know around they could, when they can, to stop disengagement and low morale. They offer employees medical of your new strategy, and hold back and deliver unpleasant surprises later. If the chips are down, they reassure their employees giving them the reality and just how they fit in to the overall dish. They never stop requesting input and just how personnel are feeling about things. Finally, they deliver not so great news diplomatically and tactfully, deciding on the timing and approach well. Unfortunately, when even the best of leaders are not able to communicate authentically as of this level, consistently as time passes, they’ll see that their men and women distance themselves and lose their trust.

3. The big mistake of not coaching their employees.
From the sports world, it is important for top level athletes to experience a coach. However, if you are looking for the business enterprise, coaching is a rare commodity. As great and smart as some managers are, they sometimes lack the time or knowledge, or begin to see the value in coaching. The concept around coaching needs to change because, truthfully, managers who’re good coaches will produce greater ends in a shorter period, increase a team’s productivity, and finally develop more leaders out of their followers. Coaching rolling around in its best form must not be a proper and fancy process requiring a major budget. After you nail along the basics, it’s only a means of mutual and positive dialogue which includes asking questions, giving advice, providing support, following through on action planning, and making time and energy to help grow a staff member.

4. The big mistake of not recognizing their employees.
Even the best of leaders will quickly realize that — while keeping focused on driving the vision, implementing the strategies, goal setting techniques and expectations, and making the numbers — they overlook the power that originates from employee recognition. To drastically help the employee experience, leaders should take advantage of the innate and necessary human dependence on appreciation. It’s in the human design to be acknowledged for excellence in the office. Research by the IBM Smarter Workforce Institute and Globoforce’s WorkHuman® Research Institute confirms this. They discovered that employees “working for organizations that offer recognition programs, and particularly those that provide rewards depending on demonstrating core values,” stood a considerably higher and more satisfying employee experience compared to those in organizations that will not offer formal recognition programs (81 percent vs. 62 percent).

5. The big mistake of your “closed door policy.”
Owning an open-door policy is a communication technique for engaging your workers with a higher level, 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 with the open-door policy, which he calls a “keystone permanently company communication.” This is important as a company grows and starts to distance itself having its many layers. Lin says, “I want new employees to think that this can be a mission all of us are in together. An open-door policy sets a bad tone just for this. Whenever I’m inside my office and available, I encourage that you come by and share their thoughts about that they feel Credit Karma does.” The strategies helps loop him straight into what Credit Karma personnel are speaking about, which improves morale and lets employees know he’s element of the team.
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