The DON'Ts of Management - things you unintentionally do that your direct reports hate

We've all been there. Too many emails. Too many tasks. Too many presentations. Too little time.... Oh, and by the way, there's people to manage!

Here are common things that managers unintentionally do that their direct reports hate. Most of the time because managers are too busy, or because they don't think it matters.

1. Not communicating enough. Especially on things inside your head – future plans, issues, who’s not performing, special tasks, your dilemmas, etc. Don’t keep them guessing. That’s how rumors start.
2. Not reading their emails - they might have completed tasks, or requests, questions, escalations. Know that you are their only channel. Don't let them down.
   
3. Not being aware (or forgot) about their completed tasks or initiatives taken. Which also means you did not acknowledge or thank them. Take care of your people's feelings.
   
4. Giving conflicting instructions at different times because you forgot what you said the first time... especially on deadlines. Keep written records of communications.
   
5. Giving negative feedback (although true) in front of their peers. Don’t hurt their pride in front of others.
6. Asking them to write their own annual performance feedback, to be copied/pasted into the system as your own feedback. People want to feel valued and be acknowledged… by their managers.
7. Not spending enough time for their career development discussions. You are busy. You do manage a lot of people. But to your direct reports, there’s only ONE YOU. So make time. Don’t dissapoint people.
8. Having 1-on-1 career development discussions for the sake of completing HR requirements. You will sound insincere. And they can tell.
   
9. Being vague during their performance review & salary adjustments (maybe because you don't have strong reasons) – especially to those not performing. People compare their own strength with their peers’ weaknesses. But you have the big picture. CLARIFY.
10. Not revealing news about one of them getting promoted because you thought it will make your job easier. They will eventually find out. It's a lose-lose. The one promoted will not feel like he/she is getting the recognition he/she deserves. And the rest will feel left out, or that you favor only certain people.
11. Not considering or listening to their input on their assigned tasks and subsequently their career development. You might not agree to all they want. But at least hear them out.
12. Micromanaging in the wrong situations because you're generalizing. Or to the wrong people. Textbook Situational Leadership.
13. Taking credit for their work. Always acknowledge your staff who contributed. Carry his/her name with the contribution anywhere you sell it. You already got the credit automatically. Don’t make them stop contributing.
14. Having mood swings. So manage your own emotion in front of them. AT ALL TIMES.

Out of the Management Box – things that will work!

Thinking out of the box... out of the management box. Getting results from committed hearts rather than forced labors.

1. When you give out company gift vouchers or stock options or salary increments, get the department senior manager to personally sign on the envelop with some encouragement messages. A personal touch from the top. A high-impact reward.
2. Send out emails to top management on your engineer’s accomplishments, and forward that sent message to them with more encouragement messages. Talking good things behind their back. They’ll realize you’re proud of them
3. When Person A is helping B at work, acknowledge them, individually. A for helping. B for knowing where to go to get help. Show them your appreciation. They just made your work easier.
4. When you’re hiring, let the team know your candidates. Get them to recommend names. Get some of them to even help in the interviewing process. It’s a win-win for you. They’ll feel that you value their presence in the team and that you value their input. On the other hand you just made your work easier.
   
5. Arrange for team outings: movies, barbeque, hiking, bowling, etc as a reward for their hard work. Just your team, not the whole department. Sponsor the event. It's a long term investment. They'll do you more important favors later on...
   
6. Buy self-improvement/motivation books during their annual performance review. Present as a personal gift. This is especially useful when you’re communicating areas of improvements. Books I’ve tried before:
   · Practical Intelligence
   · Emotional Intelligence
   · Social Intelligence
   · 7 Habits
   · How to be the Employee Your Company Can’t Live Without
   · The Rules of Work
   · The Leader in You
   · Managing Up
   
7. When you need them to work after office hours or on weekends for good reasons, tell them frankly about your dilemma – and that this will be their favor to you, and you will let them decide if they can do it or not. Most of the time they will do it. People are more willing to go the extra mile as favors than to be forced. But you'd have to do your part first. Give.. then take.
   
8. When you’re asked to select only one person for a highly sought-after assignment, let it be known to the whole team that this will happen. After you decide talk to those who didn’t get it first. They’ll know that you did not forget them. They’ll feel important to get the news first, although not a good news for them.
   
9. Thank them on their anniversaries with the company. Mention their specific contributions that made a difference. They’ll know you value their presence.
   
10. Create a fun & positive team identity. Make a crazy team tshirt and give to everyone in the team.
11. Spoil the market. Make your engineers feel valuable & appreciated to be part of the team. An emotional hook lasts longer than a financial one.

What My Engineers Taught Me

I’ve been fortunate to have the privilege of working with some fine talents in the industry. While managing them, they have taught me some great lessons as well:

1. Free lunch alone is not enough to keep them happy. Add desserts!
2. If I’m flexible with their working hours, they will be flexible with working late nights and weekends
3. Coming in late doesn’t mean they’re slacking off. Look at their deliverables.
4. Never set a meeting at 9.00am. Not even 9.30am.
5. Technical people appreciate technical managers. Talk their language. Talk the same level.
6. You’d need at least one person in the team to be the 'glue' – this person will initiate events, coordinate collections, etc. If you don’t have someone like this, you’d have to be this person.
7. You’d need at least one person to be the ‘calmer’ – someone who can provide peer-to-peer motivation, guidance, and calm people down when tension peaks. If you don’t have someone like this, you’d have to be this person.
8. Annual performance feedback are taken to heart. Write meaningful feedback. Don’t ask them to write their summary for you.
9. When an engineer is not performing, there’s a good reason behind. Ask quickly & listen. Get input. Don’t pre-judge.
10. If you’re open for feedback, they would talk to you. If you’re not, they’d talk behind you - good or bad. Or to your boss.
11. A simple but sincere ‘thank you’ really does go a long way. A ‘thank you’ in front of their peers goes even further.
12. Make time to talk about things outside work. Invite your team to tea breaks at 4pm. It’s a win-win for you. If they go, you’ll have a good time chatting about work casually. If not, you know that they are working hard