Enhancing Management
Numerous studies have shown that one of the top reasons for employee absenteeism and turnover is stress in their workplace, and one of the top causes of this stress is the relationship between managers and their team. Though often well-intentioned, some managers face difficulties when personally interacting with their team members. A breakdown of personal interaction between managers and team members leads to:
- Breakdown in Office Morale
- Breakdown of Office Communication
- Fear of Job Loss among Employees
- Conflicts Among Co-Workers
- Decrease of Employee Engagement
- Increase in Employee Absenteeism
- Increase in Employee Turnover
If your management team has remained constant while employee absenteeism and turnover have increased, and productivity and revenue have decreased, it may be time to look at your management team. Enhancing management does not require a shake-up of your management team. Rather, it requires a shake-up of your team’s management style. Effective managers increase employee engagement and productivity.
How Effective are Your Managers?
| Ineffective managers are | Effective Managers are |
|---|---|
| Temperamental | Resilient |
| Insensitive of others | Empathetic of others |
| Untrustworthy | Genuine |
| Indifferent | Empowering |
| Limited | Inclusive |
Effective Management is comprised of six competencies
- Self-Awareness
- Awareness of Others
- Authenticity
- Emotional Reasoning
- Self-Management
- Positive Influence
SELF-AWARENESS influences how aware managers are of their feelings, and how those feelings impact interactions with colleagues. Managers, who are self-aware, are more conscious of how their feelings impact their personal interactions. Managers who demonstrate a high degree of self-awareness are said to be present, while less self-aware managers tend to be disconnected from their colleagues.
AWARENESS OF OTHERS influences how aware managers are of the feelings of those around them. Managers, who demonstrate a high degree of awareness of others, are more empathetic towards their colleagues. Managers who demonstrate low awareness of others, tend to be insensitive towards colleagues.
AUTHENTICITY influences how openly and effectively managers express themselves, and how they honor their commitments. Managers, who demonstrate a high degree authenticity are more sincere and straightforward when providing feedback to colleagues. Managers who demonstrate low authenticity, are perceived by colleagues as untrustworthy.
EMOTIONAL REASONING influences how well managers consider their feelings, and the feelings of their colleagues, in their decision-making. Managers, who are more considerate of their feelings and the feelings of colleagues, are more open-minded in their decision-making. Managers, who neglect feelings, tend to be close-minded in their decision-making.
SELF-MANAGEMENT influences how well managers manage their moods and feelings, and how well they strive for self-improvement. Managers, who can manage their feelings and moods, are more resilient when confronted with perceived threats. Managers, who have a harder time managing their feelings, become temperamental and moody when confronted with perceived threats.
POSITIVE INFLUENCE is a measure of a manager’s ability to create a positive environment by positively influencing the way others feel through problem solving, feedback, and recognizing and supporting the work of others. Managers, who demonstrate a positive influence, empower and motivate colleagues. Managers, who do not demonstrate a positive influence, are indifferent towards colleagues.