Kvinnliga chefer stressar mer

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on March 19th, 2013 by admin

Kvinnor som är chefer har högre psykisk stress än manliga chefer. Det visar TCO:s kommande stressbarometer.

Fler kvinnliga chefer än manliga (38 respektive 30 procent) saknar den tid som behövs för att tänka ut och utveckla nya idéer. Sju av tio kvinnor ser sig tvungna att minst en dag i veckan dra in på lunchen, arbeta över eller ta med arbete hem.

Kvinnorna har högre press på sig vad gäller arbetsbelastning och när arbetsuppgifter skall utföras. Drygt hälften saknar möjligheter att lämna över arbetsuppgifter till kolleger.
Många har svårt att koppla bort tankarna på jobbet under fritiden.
– Det speglar troligen att så många av kvinnor som är chefer finns inom utbildning och omsorg där pressen är stor, säger TCO:s ordförande Eva Nordmark.

– Vi vet att exempelvis rektorer och arbetsledare inom omsorgen har ett stort antal underställd personal och kraftig press att leverera mer till lägre kostnader. Det här kommer inte i längden att vara hållbart.

Undersökningen genomfördes av Novus Opinion oktober 2012 bland drygt 3 000 tjänstemän, varav drygt 200 kvinnliga chefer.

Källa: DN.se och TT
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How important to your success is for you to have the right internal values?

Posted in Aktuellt, Allmänt on March 18th, 2013 by admin

Many of my clients say it is crucial for them to have the correct internal values​​. Crucial! If it is of such vital importance, what about the current situation? How does it look now?
And how do you set goals in this area? And how do you connect the positive development to incentives (bonuses) for managers who successfully develops the culture and values ​​that are so critical to your success?

My experience is that too many companies talk about how important this is, but you do not take the consequences!

During the past five years, we have helped a large number of Swedish and international companies to evidence-based set targets, measure and monitor how their internal values ​​evolve.

Please contact me at johan.mathson@3s.se I will tell you more about this.

For more reading about Values:

Develop Your Value Statements for Your Strategic Framework

Your values are the core of what your organization is and what your organization cherishes. Values are beliefs that manifest in how an employee interacts in a workplace. Values represent an employee’s most significant commitments to what he or she finds most important in life. (Values are also known as core values and as governing values; they all refer to the same sentiment.)

Value statements are developed from your values and define how people want to behave with each other in the organization. Your value statements provide a measuring device against which you evaluate all of your actions and behaviors. Your value statements give words and meaning to the values that you decide to live by daily.

Value statements are declarations about how the organization will value customers, suppliers, and the internal community. Value statements describe actions that are the living enactment of the fundamental values held by most individuals within the organization.

The values of each of the individuals in your workplace, along with their experiences, upbringing, and so on, meld together to form your corporate culture. The values of your senior leaders are especially important in the development of your culture. These leaders have a lot of power in your organization to set the course and establish the quality of the environment for people. Your leaders have selected employees who they believe have congruent values and fit your workplace culture.

The Impact of Your Personal Values
If you think about your own life, your values form the cornerstones for all that you do, think, believe, and accomplish. Your personal values define where you spend your time, if you are truly living your values.

Each of you makes choices in life according to your most important four – ten values. Why not take the time to identify what is most important to you and to your organization? Identify and live your values. Manifest your values through value statements.

Why Identify and Establish Values?
Effective organizations identify and develop a clear, concise and shared meaning of values/beliefs, priorities, and direction so that every employee understands and can contribute. Once defined, values impact every aspect of your organization.

You must support and nurture the impact of these values and value statements or identifying values will have been a wasted exercise. Employees will feel fooled and misled unless they see the impact of the values and value statements within your organization.

Create Impact Through Values and Value Statements
If you want the values you identify and the value statements you craft to have an impact within your organization, the following must occur.
• Employees must demonstrate and model these values in action in their personal work behaviors, decision making, contribution, and interpersonal interaction.

• Organizational values help each person establish priorities in their daily work life. Priorities and actions must be grounded in the organization’s values and model the value statements identified for each employee’s job.

• Values guide every decision that is made once the organization has cooperatively created the values and the value statements.

• Rewards and recognition within the organization are structured to recognize those people whose work embodies the values and the value statements that the organization identified and embraced.

• Organizational goals are grounded in the identified values. Employees have identified how their goals and actions are congruent with and demonstrate the values daily.

• Adoption of the values and the behaviors that result is recognized in regular performance feedback.

• People hire and promote individuals whose outlook and actions are congruent with the organization’s values.

Only the active participation of all members of the organization, plus the development of the systems and processes of the organization grounded in the company’s values, will ensure a truly organization-wide, value-based, shared culture.

Sample Values
The following are examples of values: ambition, competency, individuality, equality, integrity, service, responsibility, accuracy, respect, dedication, diversity, improvement, enjoyment/fun, loyalty, credibility, honesty, innovativeness, teamwork, excellence, accountability, empowerment, quality, efficiency, dignity, collaboration, stewardship, empathy, accomplishment, courage, wisdom, independence, security, challenge, influence, learning, compassion, friendliness, discipline/order, generosity, persistence, optimism, dependability, flexibility.

Although important aspects of your life and deserving of your attention, these are not values: family, church, professionalism. If you define what you value about each of these, then you are identifying the core value. For example, the core value in family might be close relationships; in church, spirituality; and in professionalism, demonstrating integrity in everything you do.

Use this additional list of values as a thought-starter for your values identification process.

Source: About.com
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Engaging boards on the future of marketing

Posted in Aktuellt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on March 14th, 2013 by admin

At many companies, the whole organization is becoming more responsible for customer engagement. A few are extending this thinking to the boardroom.

As trends such as social media, the mobile Web, and proliferating data streams rapidly redefine what it means to be on the cutting edge of marketing, the organization as a whole is becoming more responsible for customer engagement. In previous articles, we’ve described how an organization-wide commitment helps companies ensure access to the steady diet of wide-ranging inputs they need to stay ahead of the curve.1 Some companies are extending this thinking to the boardroom. While it’s still early days, and the dynamics will of course differ by industry and company, a closer look at what a handful of organizations are doing provides food for thought about the benefits of having boards engage with the fast-paced evolution of marketing.

Bringing the board into marketing
When a new CEO took the directors on a tour to visit innovators and peer companies in the United States and (later) Europe, one Asian technology-services company began to discover the value a board can bring to marketing. The CEO’s intent was to instill among board members a shared sense of the need for fundamental changes in the company’s growth goals and to build enthusiasm for a major efficiency drive.

In addition to accomplishing those goals, the visits created a new sense of urgency about the company’s need to diversify both the range of channels it used to interact with customers and the points in the customer relationship where it would emphasize deep engagement. The board’s commitment helped overcome internal opposition, and the company embarked on a dual program of restructuring its channels and acquiring or partnering with third-party providers whose services could help enrich its offerings at various points in the customer life cycle.

The results thus far have been impressive—customer satisfaction has increased by 20 percentage points, market share in core services by nearly 10, and profitability has increased correspondingly. Meanwhile, the company has continued sending its corporate directors on fact-finding trips in a variety of geographies, with the intention of shaking up the directors’ thinking and encouraging them to spot overlooked opportunities.

Such board missions can deliver unexpected insights thanks in no small part to the diversity of experiences and perspectives that well-chosen boards can bring to bear. When a large distribution business concluded that it needed to change its way of engaging with customers, it enlisted the board in the problem-solving process. The company paired off board members and senior managers with complementary skills and flew them to different locations, where they visited company sales offices and customers before later reconvening at an offsite strategy meeting. When the full group debriefed, its members’ collective experiences yielded new insights about customer needs and the value proposition the company was (and wasn’t) offering, all of which had implications for its sales and distribution approach.

The changing marketing environment also elevates to board agendas items that previously might not have made it there. One example is corporate brand management, long the domain of chief marketing officers and public-relations departments. Yet against a backdrop of social media, viral video, and the reputational threats posed by “citizen bloggers,” the CEO of one North American manufacturer recently placed the potential for brand-changing events on the board’s agenda. This move led to a good discussion about ways to cope. The conversation transcended traditional marketing communications and touched on the company’s overall strategy, as well as its approach to crisis response.

Boards can also serve a valuable role in helping management to identify and initiate beneficial marketing-strategy or organizational changes that would have been difficult for managers to envision on their own, given their focus on day-to-day concerns. At a global luxury group, for example, a board member helped management to see the importance of dramatically increasing a key brand’s online presence. The additional focus highlighted the need for big changes—including new functional skills, organizational capabilities, and processes—that culminated in the creation of an internal “brand studio” tasked with “insourcing” a wide range of the brand’s digital activities.

Three tips for improving engagement
As these examples suggest, it’s too early to draw a definitive road map for board involvement in marketing, just as it’s not yet possible to draw a universal blueprint for creating superior customer engagement. Still, our experience suggests a few ideas worth considering.

First, much as most boards now include a strategy day in their calendar of meetings, we think it’s worth considering a customer-engagement day to take stock of the broadest strategic implications of changes in the marketing environment and of the company’s position with customers. On such a day, the directors of another Asia-based services company took decisive action to rethink its premium-pricing strategy after coming to grips with big changes under way in the customer base.

Second, it’s important to be mindful of the board’s composition, given the fast-changing nature of marketing. For example, including more board members with public-sector experience—including political-campaign skills—can provide valuable counsel to today’s ever-more-exposed CEOs.

Third, it’s important to keep board involvement strategic in nature and clearly aimed at governance issues and not the day-to-day management of marketing activities. To be sure, it can be valuable for board members with specialized expertise to provide it fairly regularly; we know of one company that’s asked an innovation guru on the board to work closely, between meetings, with the head of R&D. Yet any such involvement must ultimately connect back to the board; otherwise, there’s a risk of creating a cadre of shadow managers. In this case, the R&D director and board member jointly update the board on innovation efforts to ensure that it remains plugged in.

This last example shows how CEOs are finding value in individual board members. In this case, the value was in R&D, the lifeblood of that company. In others, it might be in understanding new technologies shaking up consumer behavior or new geographies emerging as priority markets. As the digital-marketing revolution continues to unfold, senior leaders will need all the help they can get to keep their companies on the leading edge.

Source: McKinsey Quaterly, February 2013
Authors: Jean-Baptiste Coumau is a principal in McKinsey’s Paris office, Ben Fletcher is an associate principal in the Sydney office, and Tom French is a director in the Boston office.
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The one time when no answer is the best answer

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on March 11th, 2013 by admin

“Every task we perform that requires executive functions like planning, analytical problem solving, short- term memory, and decision making is handled by the prefrontal cortex of our brain,” says Madeleine Homan-Blanchard, master certified coach and co-founder of Coaching Services at The Ken Blanchard Companies®.

“It’s where we choose our behaviors and then act according to how we choose. My professor in grad school had an example that I’ve always loved. The prefrontal cortex is the part of our brain that when we are really hungry, and are being shown to our table in the fancy restaurant, and we pass the guy’s table with a beautiful Lobster Newburg on his plate, stops us from just grabbing it and shoving it in our mouth.”

But in order to keep our brain operating effectively for ourselves, we have to keep our prefrontal cortex nourished and well-rested, explains Homan-Blanchard.
“Our prefrontal cortex is a resource hog in terms of glucose and rest. Its performance is also impacted by hydration, exercise, and sleep. In some ways it’s like a gas tank. Every decision we make—from the mundane to the most critical—uses up a little bit of gas.”

The origins of balance and willpower

While most people would agree that leaders make better decisions when they are calm, centered, and well-rested, there’s always been a sense that the best leaders can function at high levels even with 75-hour work weeks and skipping meals. According to Homan-Blanchard, the latest research is showing that just isn’t true. The quality of thinking and decision-making diminishes.

“That’s why it is so important to know yourself and know how to schedule certain kinds of activities when your brain is going to be at its best. You want to schedule planning, brainstorming, and other creative activities while your brain is fresh. What you don’t want to do is schedule a meeting or a challenging conversation where you’re going to have to use a lot of self-control at the end of a brutal day.”

Roy Baumeister, professor of psychology at Florida State University and co-author of the best-selling book, Willpower, says that the people who are known for making the best decisions are usually considered the most well-balanced and the smartest people. But, he notes, what may be really be true about those people is that they just know when not to make to make a big decision.

Homan-Blanchard echoes that opinion and also has some advice for couples.
“You know the old adage that in marriage, you shouldn’t go to bed angry? Well, that’s wrong—especially for couples who work a lot, have kids, and have bills piling up. Having a serious discussion, and trying to reach resolution to an argument, late at night, is really a bad idea.”

So is forging ahead when someone comes running into your office demanding a big decision at 6:30 in the evening when you’re packing up and walking out the door, explains Homan-Blanchard. “The only decision for a leader to make in that position is to wait until the morning, because, chances are, you are not capable of making a good decision in that moment. Unless you’ve previously thought about it, made the decision, and just haven’t reported it back, that’s different. But if you actually haven’t made the decision yet, it is unwise because it simply won’t be the best decision.”

Take care of yourself so you can take care of others
In her work with clients, Homan-Blanchard always recommends a high level of self-care. Master Coach Shirley Anderson, Ken Blanchard’s coach, coined the term “Extreme Self Care” to express just how strange it feels to take care of yourself the way you should. The higher you go up the leadership chain, the better care you need to take of yourself.

As she explains, “You can’t keep going on an empty tank forever. The best people I’ve worked with take very good care of themselves so that they can take care of everyone around them. Because if they go down, a whole section the organization goes down.
“When I had my first child, I was so overwhelmed. And in the middle of that time I remember seeing a woman who was surrounded by children at an amusement park—at least five—maybe seven. But the thing that struck me was that she looked really calm and in charge. She looked like everything I didn’t feel I was with my one child. And on her T-shirt, she had a message that changed my life. Her T-shirt read, ‘If Mommy’s not happy, nobody’s happy.’ And I think that’s true of leaders and organizations. If the leaders are not calm, and thinking straight—especially in the face of crazy stuff going on and way too much to do—then nothing good is going to happen.”

Create processes and routines
For leaders looking to improve the quality of their thinking and decision making, Homan-Blanchard recommends a couple of strategies.
1.Set limits. Identify your best times for creative, innovative, and challenging work situations. Create, protect, and utilize those times for your most difficult tasks.
2.Create processes and routines. The more routine that you can create for yourself, the more “gas” you can save for other decisions.
3.Practice extreme self care. Don’t underestimate the importance of proper rest and good nutrition.

Clear, calm, well-reasoned thinking is a hallmark of all good leaders. Don’t forget the physical dimension of mental processes. Take care of your brain so it can take care of you.

Source: Ken Blanchard Companies, Ignite! Newsletter, March 2013 Article
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Hänger ni på?

Posted in Aktuellt, Allmänt, Digitalisering / Internet on March 6th, 2013 by admin

Ni som lyssnat när jag föreläser om hur den nya tekniken skapar både helt nya marknads- och konkurrenssituationer och förändrade köpmönster hos kunderna vet hur snabbt den här utvecklingen går just nu. Det handlar i ett första steg om att verkligen vilja förstå detta. Att ha ett “Open mindset”. Först i nästa skede kan en framgångsrik anpassning ske.

På detta tema rekommenderar jag nedanstående artikel ur gårdagens Svenska Dagbladet, Näringslivsbilagan:

Handelns mobila utmaning

Att handla via mobilen eller surfplattan blir allt vanligare. Enligt Postens e-handelsbarometer har nära en av fem använt en smartphone eller surfplatta för att handla på nätet det senaste året. Men e-handlarna själva har svårt att hoppa på tåget.

Vi jobbar via mobilen, utför bankärenden och tittar på film och tv. Från 2010 ökade andelen som använde mobilt internet från 22 till 36 procent 2011, och förra året surfade hela 54 procent av befolkningen över 12 år via mobilen.
Trots detta uppger bara var tionde konsument i e-handelsbarometern att deras senaste inköp gjordes via en mobil eller surfplatta. Och anledningen till det är att endast en liten andel av de svenska näthandlarna ännu mobilanpassat sina e-butiker, ett potentiellt problem då mobil handel pekas ut som en av branschens viktigaste framtidstrender.

Ett av bolagen som ligger i framkant är e-handelsjätten Amazon. När bolaget i januari presenterade sitt årsbokslut var det just handel via mobiler och surfplattor som stod i fokus. Och så sent som förra veckan presenterade man siffror som visade att den mobila försäljningen i fjol uppgick till över 13 miljarder dollar, mer än dubbelt så mycket som under föregående år.
E-handelsbolagets mobila chef Olivier Ropars förutspår dessutom att värdet på mobila köp hos Amazon kommer att landa på hela 20 miljarder dollar under 2013. Rejält uppskruvade förväntningar jämfört med tidigare års prognoser.

Som Olivier Ropars uttrycker det så bär “kunderna runt på en butik i fickan”. Och enligt Amazon själva kollar snittpersonen sin telefon hela 40 gånger under en normal dag, vilket för en handlare innebär 40 potentiella tillfällen att etablera kontakt med kunderna.

Att mobil e-handel är här för att stanna råder det ingen tvekan om. Dock brottas branschen med en hel del barnsjukdomar, i huvudsak kopplade till själva användarupplevelsen. Att anpassa den klassiska webbutiken till skärmstorleken på en smartphone är en stor utmaning för många aktörer. En annan att faktiskt förstå vilken typ av konsumtion en kund i den mobila butiken är ute efter och anpassa det mobila erbjudandet därefter.

Ett tredje problem för e-handlarna att ta ställning till är valet mellan att utveckla en app för e-handeln eller en mobilanpassad webbplats.
Anpassningen till en ny mobil verklighet är dock inte bara en utmaning för e-handeln. Mycket talar för att de mobila enheterna kan komma att revolutionera även köp i butik. Idag experimenterar butiksjätten Walmart, och många andra, med självskanning av varor i den egna mobiltelefonen. Projekt med så kallade mobila betallösningar, som låter kunder betala med mobilen i kassan, är också hett. För att inte tala om trenden med digitala presentkort, på nätet såväl som i butik.

Mobilen är på väg att ta över som köpverktyg – och när det händer vill ingen handlare stå utan en lösning på plats.

Källa: SvD.se, 5 mars 2013
Artikelförfattare: Josefin Jakobsson
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The Key to Changing Organizational Culture

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on March 5th, 2013 by admin

The Boston Globe just ran a front-page story in their “Ideas” section on organizational culture, inspired by some depressing events involving the Boston University hockey team. It was much more impactful than the average writing about culture, and raised the important question: Why do conversations about an important topic like culture typically go nowhere, leading companies to waste time and money with “cultural change efforts” which very seldom work?

Here is the problem: First, virtually no one clearly defines what they mean by “culture,” and when they do they usually get it wrong. Second, virtually no one has read the original research that shows why culture — when clearly defined — is so important, how it is formed, and how it changes.
Definition: Culture consists of group norms of behavior and the underlying shared values that help keep those norms in place. Take your work, for example, a place where almost everyone shows up between 8:55 and 9:05. Why? Not because the CEO has decreed it, or because people are fired if they don’t do it. That’s just the way it is! That is a group norm. Why does it exist? And why doesn’t it go away when Gen X or Y individuals are hired? My guess: People are hired who embrace the value of respecting others, including other people’s time, so they also show up to meetings on time, and anyone who doesn’t gets a glaring look from everyone else.

Where does culture come from? It usually comes from the founders of the group. For whatever reason, they value certain things and behave in ways that seem to help the group succeed. Success is key. So it seeps into the group’s DNA.
How does culture change? A powerful person at the top, or a large enough group from anywhere in the organization, decides the old ways are not working, figures out a change vision, starts acting differently, and enlists others to act differently. If the new actions produce better results, if the results are communicated and celebrated, and if they are not killed off by the old culture fighting its rear-guard action, new norms will form and new shared values will grow.

What does NOT work in changing a culture? Some group decides what the new culture should be. It turns a list of values over to the communications or HR departments with the order that they tell people what the new culture is. They cascade the message down the hierarchy, and little to nothing changes.
In summary, that’s the whole story.

Source: John Kotter
About the author: John Kotter is the chief innovation officer at Kotter International (www.kotterinternational.com), a firm that helps leaders accelerate strategy implementation in their organizations, and is the Konosuke Matsushita Professor of Leadership Emeritus at Harvard Business School

Top 10 mistakes managers make managing people

Posted in Aktuellt, Leadership / Ledarskap on March 3rd, 2013 by admin

Avoid the Top 10 Mistakes Managers Make

Many managers lack fundamental training in managing people. But, even more importantly, managers lack the values, sensitivity, and awareness needed to interact effectively all day long with people. Skills and techniques are easier to teach, but values, beliefs, and attitudes are much harder to teach – and harder for managers to learn. Yet, these are the underlying issues that will most make managers successful – or not.

How important is it to help managers succeed? Beyond description. Managers and how they manage their reporting staff set the tone for your entire business operation. Managers are the front line representation of your business. The majority of communication about the business is funneled through your managers. When employees resign, the top reason for their resignation is their relationship with their manager. People leave managers, not jobs or employers.

Select Managers for Managing People
In a job description for a manager, core job functions, traits, and abilities are listed. With this as a guide, manager selection should focus on both the management skills and the candidates’ cultural fit. Within the cultural fit component of your interview and selection process, a candidate for a manager position must demonstrate that he or she has beliefs, values, and a work style that are congruent with those of your organization.

In a people-oriented, forward looking organization, you’ll want to select managers who exhibit these characteristics.
•Value people
•Believe in two-way, frequent effective communication and listening
•Want to create an environment in which employees are empowered to take charge of their jobs
•Able to hold people accountable and responsible without punitive measures
•Demonstrate leadership and clear direction
•Believe in teamwork
•Place the customer at the center of their reason for existence and regard reporting staff as customers

Mistakes Managers Make Managing
With all of this in mind about managers, preventing management mistakes and dumb decisions is paramount for a successful organization. Do you want to become a better manager? Here are the managing mistakes you most want to notice, prevent, and avoid.

Fail to get to know employees as people.
Developing a relationship with reporting employees is a key factor in managing. You don’t want to be your employees’ divorce counselor or therapist, but you do want to know what’s happening in their lives. When you know where the employee is going on vacation or that his kids play soccer, you are taking a healthy interest in your employees’ lives. Knowing that the dog died, expressing sympathy, or that her daughter won a coveted award at school make you an interested, involved boss. Knowing employees will make you a better manager, a manager who is more responsive to employee needs, moods, and life cycle events.

Fail to provide clear direction.
Managers fail to create standards and give people clear expectations so they know what they are supposed to do, and wonder why they fail. If you make every task a priority, people will soon believe that there are no priorities. More importantly, they will never feel as if they have accomplished a complete task or goal.
Within your clear expectations, if you are either too rigid or too flexible, your reporting employees will feel rudderless. You need to achieve an appropriate balance that allows you to lead employees and provide direction without dictating and destroying employee empowerment and employee engagement.

Fail to trust.
When managers don’t trust people to do their jobs, this lack of trust plays out in a number of injurious ways. Micromanaging is one example. Constant checking up is another. Treat people as if they are untrustworthy – watch them, track them, admonish them for every slight failing – because a few people are untrustworthy. Are you familiar with the old tenet that people live up to your expectations?

Fail to listen to and help employees feel that their opinions are valued.
Active listening is a critical management skill. You can train managers in listening skills but if the manager believes that listening is a way to demonstrate that he or she values people, training is usually unnecessary. Listening is providing recognition and demonstrating your values in action. When employees feel heard out and listened to, they feel important and respected. You will have much more information when you daily open the flood gates.

Make decisions and then ask people for their input as if their feedback mattered.
You can fool some of the people. but your best employees soon get the nature of your game and drop out. Along the same lines, create hierarchical permission steps and other roadblocks that teach people quickly that their ideas are subject to veto and wonder why no one has any suggestions for improvement. Enabling people to make decisions about their work is the heart of employee empowerment and the soul of employee engagement. Don’t throttle them.

Fail to react to problems and issues that will soon fester if ignored.
Managers have a habit of hoping that an uncomfortable issue, employee conflict or disagreement will just go away on its own if they don’t provoke it or try to resolve it. Trust me. It won’t. Issues, especially among people, just get worse unless something in the mix changes. Proactive intervention from the manager to coach and mentor, or to make sure employees have the skills necessary to resolve the issue, is imperative. Drama and hysteria do interrupt productivity, motivation, and employee engagement.

Trying to be friends with employees who report to you.
You can develop warm and supportive relationships with employees who report to you. But, you will have difficulty separating the reporting relationship in a friendship. Friends gossip, go out together, and complain about work and the boss. There is no room for their manager in these kinds of relationships.

Fail to communicate effectively and withhold important information.
The best communication is transparent communication. Sure, some information is company confidential. You may have been asked to keep certain information under wraps for awhile, but aside from these rare occasions, share what you know.
Being a member of the in-crowd is a goal for most employees and the in-crowd has information – all of the information needed to make good decisions. Ask for feedback, too. Ask people for their opinions, ideas, and continuous improvement suggestions, and if you fail to implement their suggestions, let them know why, or empower them to implement their ideas themselves.

Not treating all employees equally.
You don’t necessarily have to treat every employee the same, but they must feel as if they receive equal treatment. The perception that you have pet employees or that you play favorites will undermine your efforts to manage people. This goes hand-in-hand with why befriending reporting employees is a bad idea. Employees who are not in your inner circle will always believe that you favor the employees who are – whether you do or not. This perception destroys teamwork and undermines productivity and success.

Throw employees under the bus.
Rather than taking responsibility for what goes wrong in the areas that you manage, blame particular employees when asked or confronted by executive leadership. When you know the responsibility is ultimately yours if you are the boss, why not act with dignity and protect your employees? When you blame employees, you look like an idiot and your employees will disrespect and hate you.

Trust me. They will find out and they will never trust you again. They’ll always be waiting for the other shoe to fall. Worst? They’ll tell all of their employee friends about what you did. Your other staff members will then distrust you, too. Your senior managers will not respect you either. They will question whether you are capable of doing the job and leading the team. When you throw your employees under the bus, you jeopardize your career – not theirs. And, it won’t remove one iota of the blame from your shoulders.

Source: Susan M. Heathfield, About.com Guide, February 2013
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