Career Expert Identifies Most Common Management Mistakes Made In Difficult Economy
MENLO PARK, CA -- Managing employees is never easy, but it poses a particular challenge when teams are lean and the economy is uncertain. While some of the obstacles businesses are grappling with may be new, the strategies they can use to foster teamwork in a troubled economy are not, according to specialized staffing service Robert Half. The firm’s just-released guide, The 30 Most Common Mistakes Managers Make in an Uncertain Economy, outlines prevalent pitfalls and how to avoid them.
“In today’s business environment, supervisors are under pressure to accomplish more with fewer resources,” said Max Messmer, chairman and CEO of Robert Half. “The good news is that a great deal can be learned from the strategies managers have employed in past downturns -- both those that worked well and those that missed the mark.”
Following are seven of the most prevalent mistakes managers make in a downturn and how to avoid them, according to Robert Half:
- Thinking your staff can’t handle the truth. If you haven’t before, now is the time to treat employees like business partners. Talking openly about the effect of the downturn on your firm can help staff members feel they have some measure of control. Discuss issues that arose during the last business slowdown. How did things turn around? What was learned from that experience?
- Blaming those at the top. If you’re a middle manager who has to deliver bad news, you may be inclined to tell employees that you would have done things differently, but the choice wasn’t yours. While this may temporarily take the heat off of you, it sends the message that you are out of sync with the company’s leaders, which may be disconcerting to staff. Instead, present changes and the reasons behind them, including how your firm will persevere.
- Feeling people are lucky just to have a job. It may be true that many employees feel fortunate to have a stable position, but this doesn’t mean managers can ignore staff members’ desire for positive recognition and career support. Top performers, in particular, require extra attention; not only are their contributions especially critical now, but they are always attractive targets for competitors.
- Not asking for employees’ help in expanding client relationships. Ask staff members to think about things they can do to help achieve business goals without sacrificing productivity. You may be pleased to discover how resourceful they are. When appropriate, involve your team in efforts to generate new business. This can mean expanding relationships with existing clients as well as identifying and pursuing new prospects.
- Making work “mission impossible.” Hiring freezes and tighter budgets may mean that one person is doing the work of two or more people. If this is the case, help your employees identify which projects are mission-critical. Delegate remaining tasks, bringing in temporary professionals if necessary, or put these items on hold. This will help you avoid overwhelming your staff.
- Shifting the focus from the front lines. Client service matters even more when times are tough. Are you doing everything possible to make sure your front-line professionals have the right attitude and send the right messages? If these employees come across as indifferent or inexperienced, you could lose both prospective and existing customers.
- Waiting to try new things. Even in uncertain times, playing it safe can backfire. If you have a promising new service offering or client niche you want to pursue, don’t wait for a turnaround to act. By taking well-calculated risks, you can get a jump on competitors and possibly carve out an additional revenue stream.
Robert Half, www.roberthalf.com, has more than 360 staffing locations worldwide. Readers can learn more about The 30 Most Common Mistakes Managers Make in an Uncertain Economy and request a free copy of the guide at www.roberthalf.com/30Mistakes.