Ideas from books, articles & podcasts.
One of the first lessons a new manager learns is that people rarely do what you ask them to do. The second lesson is that the fault almost always lies with the manager. Ninety percent of poor behaviours tend to be a result of miscommunication.
Managers, especially newer managers, struggle to set clear expectations. They’re unpracticed in giving clear, actionable feedback. And they rarely give their team definitive priorities.
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Most of us are prone to attribution error as it’s a mental shortcut that keeps us from having to think too hard. It’s much simpler to blame someone’s personality than take into account all of the situational factors that may be affecting them.
Hanlan’s Razor states, “Never attribute to malice that which is adequately explained by stupidity.”
If you spend any time around people, you’ll quickly see that while we tend to attribute our own problems to outside events, we’re happy to blame other people for similar issues.
New managers can go through a quick checklist and look at four potential causes whenever someone fails to live up to their expectations:
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