- Manager is chronically late with assigned work or in submitting reports.
- Does not deliver hard news well or give timely feedback. Often delays endlessly or delivers the tough message brutally.
- Needs to be seen as a “good guy” and says “YES” to almost every request. Many managers confuse being “nice” with earning respect with competence, development and credibility.
- Wants to be seen as a “reasonable” manager and does not help direct reports stretch their abilities with new assignments.
- Manager spends too much time defending, explaining, or justifying decisions to employees who repeatedly ask, delay, and balk.
- Their direct reports never propose new ideas or suggest appropriate risks to improve the business.
- Speaks to and about others with derogatory, demeaning, and insulting language and style.
- Tolerates, or participates in, gossip, ridiculing others, or in isolating certain employees.
- Shares private or confidential information.
- Blames others when things go wrong and is the first to take credit, whether deserved or not.
- Treats some direct reports better than others– plum assignments, private lunches, overlooking of mistakes.
- Does not teach direct reports or transfer skills but says, “it is faster and easier if I do it myself.”
- Holds other responsible for work without giving the authority or resources needed.
- Delays performance reviews until the last minute, then does them hurriedly and with no useful suggestions.
- The manager’s better direct reports leave the company while the weaker ones stay.
- Focuses on personal pet projects while failing to listen to others.
- Is emotionally brittle and takes criticism poorly either firing back angrily or taking personal offense and hiding.
- Wants to be seen as the capable “answer man” and does not ask for advice.
- Solves problems for people rather than encouraging them to float ideas themselves.
- Communicates in the least personal way available.
- Is a “nose to the grindstone” kind of person who doesn’t show care of the personal, social, emotional side of employees.
- Translates the C-suite position poorly by taking no ownership and saying that “they” want us to do _.
- Was happier as an independent contributor than now as a manager.
- Does not know the duties, or names of direct reports.
- Allows personal political or social views to come into work.
- Does not trust.
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