How to Recognize and Address Poor Management

I spend a lot of time reading HR blogs, and often, I'm left thinking, "No wonder HR feels so stuck—this advice is terrible." Here's a prime example: A blog suggested how HR should handle a difficult performance discussion with an employee but never addressed the most critical part of the problem: the manager. Jumping straight into a tough conversation without thoroughly investigating how others on the team feel about the manager and their leadership skills is a mistake. Holding an employee accountable without first assessing the manager's role breeds disengagement, low productivity, voluntary turnover, and can wreak havoc on your revenue. When an employee adopts a negative attitude or their work quality suddenly drops, missing more deadlines, it often reflects how the manager treats the entire team—this employee is just the first to drop the mask and express their dissatisfaction. The blog advised gathering feedback from other employees about the low performer. While they might share how this person's performance affects their daily work, they are unlikely to tell the manager, "I have issues with you too." This power dynamic only reveals half the story. If a manager comes to HR for help with a performance discussion, HR should approach with curiosity and a raised eyebrow. Why is the manager at their breaking point? Assuming the manager is blameless and has nothing to learn is an expensive mistake. It indicates the organization has failed to properly equip the manager, leading to lower productivity and turnover. To build effective teams, monthly management training with situational roleplay and roundtable discussions with experienced people managers is essential. (If you don't follow me, I suggest you do. I'm launching an easy solution to your monthly manager training in the coming months.) Life is unpredictable, and we all face personal challenges. In my experience, I've been drawn closer to good managers as I navigated significant life events—new baby, moving, divorce, moving again, and the death of my brother. My workload was adjusted, flexibility was offered, and I was able to give even more output during tough times than in easier periods. I wanted to do right by the managers who supported me when I needed it most. HR leaders—you *must* investigate the manager when a manager wants to have a performance discussion with an employee. You are too removed from daily employee life and will miss crucial context indicating a gap in the leader's skills. ❤️ ✌

Let's talk about something that's been on my mind lately: why do people really leave their jobs? Sure, there are plenty of reasons like career growth, personal reasons, a career break, better opportunities, or a change of scenery. But there's one big factor that often gets overlooked: bad leadership. Research from the Harvard Business Review showed that a whopping 75% of people voluntarily leaving jobs don't quit their jobs, they quit their bosses (direct or dotted-line ones). It's not the company culture or the job itself driving people away; it's the quality of leadership they're experiencing day in and day out. Now, you might be wondering, what exactly makes a leader "bad"? Well, it could be a lack of communication, micromanagement, failure to provide feedback, or even a disregard for work-life balance. These behaviors not only demotivate employees but can also lead to increased stress, burnout, and ultimately, the decision to pack up and leave. So, what's the big deal if a few employees decide to move on, right? Wrong. The impact of losing talented individuals due to poor leadership can be devastating for a company. It's not just about the cost of hiring and training replacements; it's about the loss of institutional knowledge, team morale, and productivity. Here are 4 actions that can be taken to retain top talents: 1) Prioritize Communication and Transparency: Keep your team informed about company goals, changes, and decisions. Encourage open dialogue and actively listen to their concerns and ideas. 2) Foster a Culture of Trust and Autonomy: Avoid micromanaging, which stifles creativity and breeds resentment. Give your team members the freedom to take ownership of their work and trust them to deliver results. 3) Provide Regular Feedback and Recognition: Acknowledge your team's hard work and achievements. Offer constructive feedback to help them grow and develop professionally. 4) Lead by Example: Demonstrate integrity, empathy, and resilience in your actions and decisions. Show your team that you're invested in their success and well-being. By implementing these strategies, we can create an environment where the top talent feels valued, supported, and motivated to stay and grow with the company. Remember, being a leader isn't just about guiding a team to achieve business goals; it's about empowering individuals to reach their full potential and creating an environment where everyone can thrive. So, let's commit to being the kind of leaders our teams deserve – the kind that people want to follow, not flee from 😅 What are your thoughts on it? I would love to hear more about it from your experience! Reference: Harvard Business Review: "Why People Quit Their Jobs" by Travis Bradberry, June 2015.

One bad apple spoils the bunch. 🍎 15 years ago, there was a bad apple in my department. He never accepted responsibility. 🍎 10 years ago, there was another bad apple. She could never find the positive in anything. 🍎 And 3 years ago, you guessed it: There was a bad apple who always had to be right. Each of these people was emotionally exhausting. They undermined the positive culture that myself and others were trying to foster for a high-functioning workplace. The negative impact of a toxic employee spoils the morale, engagement, and productivity of teams, departments, and even organizations. Now you might think so what? Just avoid the person who always wants to be right, or is constantly negative, or doesn't accept responsibility. And with remote work, you might suggest that it's arguably easier to distance ourselves from such individuals. The bad apple, though, poisons the team, even when everyone works remotely. We still need meetings, for example. And bad apples tend to create open conflict or disagreement in extroverts, and quiet nonparticipation from introverts. Meetings should be forums to reach the best decision, but there is no collaborative sentiment in toxic environments. We still need a culture of knowledge sharing. And teams with a bad apple feel threatened. They ask fewer questions to one another, and also participate less frequently in open communication. Conversations tend to be short, perfunctory, and end up in DMs rather than open channels. Because everyone works independently, there rarely is a shared knowledge base. We still need a culture of support. And teams don't cooperate with one another if they feel threatened by a bad apple. Research shows that one such person can reduce team performance by 30-40%. What's more, the power of the negative outweighs the power of the positive. So a leader or a few team members who try to balance out the negative individual will fail. So what to do? ➡️ To start, the manager should work towards understanding the reason behind the toxic behavior. There might be personal issues outside of work. Or it's possible the person is stressed, frustrated, or unhappy in their professional life, which they cannot handle in a mature or professional manner. ➡️ Feedback and ongoing coaching might be needed in order for the person to change. ➡️ There needs to be an honest discussion on what is and isn't acceptable too. Consequences will need to be defined, with bad behavior called out when it occurs. ➡️ Lastly, it's important to document everything in the event that the person refuses to see themselves as a problem or cannot change. Eventual dismissal may be necessary. The consequences of a bad apple are too severe to ignore. PS. Of my three experiences, one bad apple was fired, one quit, and one out-survived me at the company. What have your experiences been? #Management #Leadership #ToxicWorkEnvironment

Lesson 2: Bad Managers Trample on Dignity #LetsTalkLeadership 13+ years ago, when I was a Branch Manager, a small credit union CEO consistently called me "Young Jon" because I would offer ideas on making the workplace a better place. He never told me directly; he always told me through my supervisor. Why? They couldn't handle new ideas but couldn't be truthful or forthcoming when it comes to discussing ideas, which is a telling sign of a bad manager. Disrespect isn't just rude; it's a sign of deep-seated insecurity. Don't let this happen in your workplace! Treating people disrespectfully? Unacceptable, full stop. Everyone deserves basic dignity. If you see this behavior, REPORT it. That's what a leader does, title or not. Here's where bad managers reveal themselves: Performance Reviews. Twisted logic turns good employees into "bad" performers to justify their control. Review Drafts Carefully: Be objective, removing unfair or emotionally charged language. No Surprises: Reviews are stressful. Give employees time to process before the meeting. It shows you value them as people, not just worker bees. Dignity is Non-Negotiable: Model respect in the review process, always. This sets the tone for the entire organization. #LetsTalkHR #leadership #HR #toxicworkplace #respect #dignity