We all have deadlines and performance goals to meet, shifting priorities, different hats to put on - sometimes the endless stream of fires to put out requires all of our focus. And for perhaps many other reasons combined, over the years, I've noticed managers making the same 3 common mistakes:

1. Inattentiveness - Failing to take into account that employees are people with individual needs, strengths and weaknesses

Have you ever seen people implement cutting edge, trendy, or just plain crazy team management programs that have nothing to do with what the actual team needs? It takes more time/funds to manage these programs than it does to find out what the team needs and correct any short-comings. So I've put together a both pro-active and reactive method to address subordinate issues:

A. Assessment

Talk to team members individually. This is what performance reviews are for - Monthly or quarterly at first, then bi-annually or annually. Each person will respond favorably to the right stimulus on an individual basis. Some people will appreciate recognition more, as pride is an unfulfilled need in them. Others need guidance and mentoring as they lack training or a particular kind of experience. Some will appreciate increased benefits more than others - Some are more interested in compensation. Some people need to be promoted, or will do better in a different role. Some need constant praise, goals, or raises to motivate them. Some just need more flexibility in their job - more overtime, different hours, working from home, a more comfortable environment, less structure, whatever. For example, tenured professionals don't need mentoring. It's different for everyone. And the leader is responsible for assessing who needs or doesn't need what.

People appreciate their boss finding out more about them. It deepens rapport and respect, as well as increasing trust and lines of communication.

Every employee needs feedback to let them know what's expected of them and how they can serve the company better. Use team meetings for kudos and work progress status, performance reviews for personal progress status.

B. Correction

Negative reinforcement is negative. What sense does it make to punish the entire team for something better dealt with on a one-on-one basis?

Under-performers have poor ROI. They need to be addressed discreetly and given firm positive goals to strive for. It would be helpful, though not always possible, to determine what is causing their under-performance. Feasible assisance, if any, should be offered to retain the team member if possible. It's then up to them to achieve acceptable performance levels, and up to the supervisor to enforce the pre-determined consequences if the employee fails. I suggest monthly reviews to document openly with the employee whether they've reached the mandated goals or failed to reach acceptable team standards with a 3-strike probation policy.

C. Training

It's very insulting to train professionals in areas they already know, or know better than the person doing the training. I suggest that inexperienced or unskilled employees would be better served by being mentored by the team member who is most knowledgeable in each area the unskilled member is lacking in. This method gives the unskilled employee an on-the-job sponsor, and the skilled employee recognition, increased resonsibility and growth in a self-efficient team-reinforcing manner.

2. Lack of Incentive - Not giving credit where credit is due and rewarding accordingly

If people aren't being recognized and rewarded fairly for their ideas, long hours, hard work, reliability, flexibility and loyalty then they have little incentive to care about the quality of their work, the success of the company, their team, their leadership, or staying in an unfulfilling job.

I present an employee advocate concept. If need be, it's the supervisor's job to present team members' best interests to HR and other members of management. This would include performance incentives, bonuses, raises and promotions or job function shifts to suit a specific team. It would be ideal if a reward system incorporating each member of the team personally could be developed for each year ahead. This would give managers control over department expenses, including personnel programs specific to their particular team.

The key with this idea is sincerity. Everyone would have good reason to feel like they're getting somewhere on the job if the supervisor is leading the team to what's best for its individual members and the company.

3. Inverted Focus - Putting personal visibility above what's best for the team

This is the underlying cause of Supervisory Mistakes 1 & 2. There are many reasons supervisors need help to manage personnel effectively - performance pressure, organizational obstacles, lack of applicable leadership training, etc. But the biggie I want to address here is that many otherwise good team leaders are just not team players! Most supervisors focus on making themselves look good. Perhaps inadvertently, this often comes at their team members' expense, leaving no room for the team's best interests.

People need to feel respected. If team members feel that their boss is attentive to them as individuals, and their contributions are recognized and acknowledged, they in turn will respect and value their superiors' position and direction, as well as the company itself, and their jobs.

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