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Many team leaders have not received personnel supervision training. They may lack the awareness, sensitivity, and values for effective daily interactions. Business skills and methods are easier to learn than principles and attitudes, the main underlying concerns hindering workforce management success.

Supervisors are your firm’s front-line representatives. How they oversee staffers sets your operation’s tone. Most internal communications funnel through crew chiefs. Bad situations cause fearful employees to avoid their superiors. Resigning workers give up on bosses — not employers or jobs.

Fix Problems With Corrective Measures

Review common managers’ mistakes that increase turnovers. You and others will become better leaders in a more successful company when you notice, avoid, and fix these oversights:

Neglecting to specify clear direction: Bosses who do not set standards and clear expectations see inadequate work. Prioritizing everything makes workers think nothing takes precedence, so they do not accomplish tasks and goals. Overly flexible or rigid expectations leave reports feeling rudderless. Strive for a suitable balance to lead and impart direction without dictating to avoid deterring staff engagement and empowerment.

Denying trust: Managers who do not believe workers can perform their duties create numerous problems from micromanaging to constant surveillance. Watching, tracking, and admonishing all employees for every minor flaw when just a few are truly untrustworthy can make more sink to your lowly expectations. Alternatively, setting high standards will help them strive for greatness.

Being unfamiliar with workers as people: Building relationships with personnel is a crucial management tool. Serving as a therapist is unnecessary. Just take a healthy interest in employees’ lives. Interested, involved bosses congratulate parents’ on their kids’ achievements and convey sympathy when relatives die. Knowing your crew will improve responsiveness to their needs, significant family events, and moods.

Trying to develop friendships with staffers: Supportive interactions can be warm, but separating reporting relationships between friends is difficult. Socializing co-workers gossip and gripe about their bosses and work. Their managers do not fit into such situations. Basing responsive relationships on respect and dignity makes personnel appreciate your attentiveness, caring, trust, and dependability.

Treating workers differently: Any inkling that you favor certain staffers can undermine your workforce management efforts. Those outside your clique will believe you are partial to others in it, even if you are not. That idea impairs teamwork, productivity, and business success. Handling crewmembers identically is not necessary, but they must think everyone receives equal treatment.

workforcemanagment2Failing to address issues and problems that will worsen if you ignore them: Emotional drama interrupts employee interest, motivation, and output. Some managers hope uncomfortable issues and co-worker conflicts will subside naturally with avoidance. However, tension grows unless you change how they collaborate. Leaders’ proactive interventions must ensure personnel possess the skills to resolve disputes, perhaps via mentoring and coaching.

Forgetting to remind employees that you value their opinions: Unless managers believe that listening demonstrates they value subordinates, active listening training may be essential to develop that crucial skill. When individuals can express their opinions, they feel like important, respected team members. Encouraging daily communication generates useful insights.

Making decisions before requesting disregarded feedback: That sneaky tactic may fool some staffers, but many will see through your sham. Roadblocks like complicated approval steps show workers you veto most ideas, so suggestions dwindle as job searches begin. Rather, involve employees in workplace policies to engage and empower them.

Withholding vital information and communicating poorly: The best message delivery is transparent. Aside from whatever few secrets must remain confidential between executives, share your knowledge. Most employees want the inner circle’s info to make sound decisions. Invite team players’ opinions and improvement solutions. Explain why you do not incorporate their suggestions or authorize self-implementation.

Throwing personnel under the bus: Some managers blame staffers during higher-up interrogations over departmental errors when bosses always are the accountable ones. Crew accusations provoke employee animosity, distrust, and disrespect, which spread among work friends. Faulting subordinates jeopardizes superiors’ job — not theirs. Officers will question your leadership abilities without removing blame. Avoid such consequences by responding with dignity and team support.

Select Managers to Supervise Personnel Well

When you outsource HR tasks to National PEO, our professional employer organization handles recruiting carefully. Our hiring experts can assess supervisory skills along with functions and abilities. To fit your culture, we will recommend candidates who demonstrate compatible values, beliefs, and work styles. Your new managers will value others, inspire teamwork, demonstrate leadership through clear direction, and foster two-way communication to benefit everyone.

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