The impact of management problems on a company
The figures speak for themselves. Studies suggest that up to 32% of resignations are due to “bad management”. The costs associated with the loss of an employee would be 150% of gross salary. Neglecting the qualities required to succeed in a management role is therefore likely to be very costly to the organization, not to mention the considerable loss of time involved in recruiting and training new employees.
In the age of the echo effect offered by social networks, the impact of poor management or a bad manager can unfortunately spread far beyond the company’s borders, damaging its image.
Management problems have other consequences. Loss of productivity, customers and revenue growth will also be associated with a failure to manage the business. What’s more, staff turnover leads to an erosion of the valuable knowledge and skills acquired by employees over time. This loss is difficult to quantify, but it is real. These are the hidden costs of organizational malfunctions, which can be considerable.
A “bad” manager will also unwittingly share a negative emotional impact which will spread within his team and provoke behavior such as increased absenteeism, burn-outs, depression or resignations.
The gradual disengagement of employees can also lead to a deterioration in customer and supplier relations. At the end of this infernal spiral, organizational dysfunction invariably leads to economic difficulties down the line, so it’s vital to anticipate management problems before they reach critical levels.
Identify common management issues
What are the warning signs of conflict in the workplace?
The best way to manage conflict is to defuse it as early as possible. It is therefore essential for managers to be trained in conflict management, so that they can deal with the root cause of the problem. We also talk about non-violent communication, an invaluable tool for mediators to evoke a difficulty and work towards resolving it.
The sources of conflict are often to be found within the organization itself, as certain factors or behaviors are conducive to the development of difficulties. This will be the case, for example:
- highly compartmentalized teams with little communication between them ;
- competitive teams (this is often the case with sales teams, for example);
- an imbalance in the importance of external players (such as certain customers who dictate the roadmap of functionalities to be developed on a product, for example);
- poor organization of workstations (e.g. two workstations with similar tasks).
When conflicts arise between team members, managers need to be able to recognize them and resolve them quickly.
However, managers often fail to resolve conflicts; more often than not, they are simply unaware of their existence, which can lead to an escalation of the situation and a breakdown within the team. At other times, they lack the skills to manage conflict, or are unwilling to take the appropriate steps to resolve it.
It is therefore important for the manager to identify these factors, and then to be alert to any signs of conflict within the team: a change in the behavior of one or more team members, or a drop in productivity or quality of output. Lastly, his role is to put these findings into perspective with regard to his own behavior, and with regard to the messages he conveys, voluntarily or otherwise, to his team.
On the other hand, it’s important to note that conflicts can also arise as a result of an individual problem, without being linked to a wider company malfunction.
Detecting a management problem
The root of the management problem often lies in the manager himself. In many cases, the company has promoted an excellent technician, with skills in a specific field, to the position of manager. However, a very good technician is not necessarily an excellent manager. As a result, to compensate for their lack of training, they micromanage, presenteeism, abuse meetings and lack vision.
This is accentuated at a time when structures are less and less vertical, and managers are expected to listen, communicate and delegate – not necessarily tasks, but results, as we explained in this article on
horizontal management
.
The first visible consequence of poor management will be reduced operational efficiency and employee commitment. The increase in the number of voluntary departures and repeated absences should be a wake-up call, but when it happens, it’s because the problems are already there.
Weak signals can give early warning: repeated disagreements between colleagues, lack of open dialogue or stress. Of course, all this can happen from time to time. It is important to take into account changes in behavior or regularity of behavior as a sign of deeper dysfunction.
Lack of communication or ineffective communication
Lack of communication is one of the most common management problems in companies.
Indeed, if managers fail to communicate effectively with their teams, this can lead to various disorders as already described above, such as a drop in motivation, increased absenteeism and therefore a fall in productivity.
To solve this problem, it is important to set up clearly defined communication channels between managers and employees. Managers also need to be trained in communication and conflict management, so they can quickly resolve any problems they may encounter.
A lack of feedback and recognition
Lack of feedback and recognition is a common management problem that can have a detrimental effect on employee motivation and commitment. When managers fail to provide regular feedback on their staff’s work, employees can feel disconnected and unappreciated. This can lead to lower productivity, increased stress and reduced job satisfaction. What’s more, a lack of recognition can also lead to a loss of confidence in management and an increase in turnover. On the other hand, when managers provide constructive feedback and recognize their employees’ efforts and achievements, this can boost motivation, commitment and job satisfaction.
Ill-defined or inappropriate objectives
Poorly defined or inappropriate objectives are a source of confusion and frustration for employees. When objectives are unclear, or not aligned with the team’s capabilities and resources, this can lead to a “double bind”. reduced motivation and productivity. Employees may feel overwhelmed or demotivated by unrealistic or unattainable goals. What’s more, ill-defined objectives can also lead to conflict within the team, as members may have different interpretations of what is expected of them. On the other hand, clear, tailored objectives can help align team efforts and motivate employees to achieve their goals.
Strategies for anticipating management problems
Regular evaluation of processes and performance
Regular assessment of processes and performance enables managers to identify potential problems before they become major obstacles. This may include individual or team performance reviews, process audits, or employee satisfaction surveys (measuring the social climate). By identifying problems at an early stage, managers can take corrective action to resolve them before they become more serious. As a rule, this does not require significant financial resources, but it does require the necessary time. This is the manager’s main role.
Ongoing training and development of managerial skills
Managers need ongoing training to remain competent and effective in their role. This may include training in active listening, conflict resolution, effective communication, empathy or leadership. By investing in the development of managerial skills, companies can ensure that their managers are well equipped to anticipate and solve management problems.
At Boost’RH our experts offer
individualized coaching
over periods of 6 to 9 months to support managers in the field. Our experts use real-life situations experienced by managers to work on their posture.
Promoting a culture of open feedback
Defusing conflict naturally involves communication. A culture of open feedback encourages employees to share their ideas, concerns and suggestions with their managers. This can help identify potential problems before they become major obstacles. Managers need to be open and receptive to feedback from their employees, and take action to resolve identified problems.
All methods are good for this: organizing regular – or “one-to-one” – meetings, round-table discussions, weekly team meetings.
The essential complement is a regular monthly or bimonthly meeting, imported from the US – the Town Hall – which brings the whole team, or teams, together to discuss key aspects of the company’s development, in a transparent manner, highlighting successes and difficulties.
By promoting a culture of open feedback, companies can create an environment where management issues are identified and resolved quickly.
If you don’t have the skills, or if you’re short of time, let our experts help you.
Tools and techniques for managing management problems
Use of project management software
Project management software, such as Asana or Trello (see image below), are essential tools for managing tasks, resources and deadlines. They enable managers to plan, organize and monitor projects efficiently. Features such as task management, time tracking, resource management and online collaboration facilitate project management and enable managers to quickly resolve any problems that arise.
Conflict resolution techniques
Conflict resolution techniques such as open communication, active listening, finding mutually acceptable solutions and mediation can help resolve conflicts constructively and maintain a positive working environment. To achieve this, managers need regular training, as we saw earlier.
Conflicts in the workplace are often the result of a lack of cohesion. There are many ways to create opportunities to meet and get to know each other better: team meals, outdoor team-building events….
Conflicts have a significant cost for the company (absenteeism, lower productivity, etc.), and the manager must ensure a rapid solution and play the role of mediator by accompanying the people concerned.
Approaches to improving team communication
Effective communication is the key to managing management problems. Managers need to encourage open and transparent communication within the team, providing clear communication channels and encouraging employees to share their ideas, concerns and suggestions. Regular meetings, project updates and face-to-face discussions can help improve communication and quickly resolve any problems that arise.
Other tools, such as DISC, provide managers with keys to the team’s personalities and how to address each of them. This means you can adapt your communication to the individual, who will feel all the more valued for it.
Conclusion
Communication and listening are the keys to serene management. Management problems can generally be anticipated, and manager training plays an important role. Managers need to be proactive in identifying and resolving potential problems, using appropriate tools and techniques such as project management software, conflict resolution techniques and approaches to improving team communication. In addition, managers need to promote a culture of open feedback, encourage open and transparent communication within the team, and invest in the development of managerial skills. By adopting a proactive approach and using the right strategies, managers can anticipate and resolve management problems before they become major obstacles, and maintain a positive and productive working environment.
