The success of every business depends on the effectiveness of its managers. Low performing managers exist in almost every organization. The worst managers don’t trust their employees and they often don't respect them either. Low performing managers cause unnecessary stress and turnover in the workplace. Every manager has personality characteristics that can threaten his or her success. Manager performance assessments measure the personality traits and qualities that impede work relationships, hinder productivity and limit overall career potential. Managers often show these counter-productive qualities when they are under pressure, feel tired, stressed or distracted. Here a few qualities to look for when identifying underperforming managers:
Research has shown that arrogant managers are poor performers who create considerable stress for others, and their behavior is likely to create a negative work climate. An arrogant manager is less likely to seek feedback from their employees. These managers are less likely to offer mentoring or coaching to others. They often appear to be overly assertive, self-promoting and overly self-confident.
Micromanagement is one of the most counter-productive habits a manager can have. By paying too much attention to every tiny detail, these managers spend too much of their time on the details of other’s performance. They often show a complete lack of trust in their employees. They often appear to be picky and overly conscientious.
Low performing managers provide instructions without sufficient details or sufficient background information. Managers need to be planful in the delivery of instructions showing the correct methods or procedures. They should not become irritated or angry when things aren’t done correctly. Providing instructions through several different methods usually works best. Demonstrations, explanations, diagrams and written procedures offer multi-channel instruction and learning.
Rather than take responsibility when things go wrong, low performing managers will blame others when mistakes happen. Managers who blame their employees will not be respected. A manager that takes responsibility for mistakes can also take responsibility for positive outcomes.
Low performing managers display dramatic emotional peaks and valleys regarding employees and projects. An excitable manager might wreck his career with a public temper tantrum. Excitable managers display strong emotional reactions and impulsive behaviors. They often display an inability to make good decisions. They often have a short attention span.
A constant critic is a real drain on employees’ enthusiasm, energy and creativity. A cynical manager will keep people working within very narrow guidelines as they try to avoid criticism. These managers are often skeptical and they discourage employees from seeking new solutions to problems. Every manager needs to acknowledge people’s efforts and good work, not only their errors or mistakes.
Manager performance assessments will help identify a wide variety of qualities associated with low performing managers.