A manager’s three worst enemies

Time and again I see a pattern forming in management teams that, invariably leads to adverse results.

There are three simple ingredients for this recipe for disaster:

1.       Tolerance

2.       Exceptions

3.       Lack of consequence management

I find that although simple to identify, companies tend to ignore their propagation throughout

the organization, even though they constitute the root causes of most issues faced.

Enemy number one: Tolerance

When you show tolerance, you are, in fact, demonstrating that your team members need not take you seriously. And actions speak louder than words. When you say you want “A” and settle for or tolerate “B”, your actions are saying that what you are willing to settle for is “B”. And “A” will never be achieved.

If you tolerate poor performance, that will define what you achieve.

If you tolerate bad behavior, this is what you and your team will live with every day.

If you tolerate noncompliance, you will never attain operational excellence. So,

Management Rule number one: Don’t show tolerance

As a manager, it is one of your three worst enemies.

Remember: Zero tolerance of everything and anything that shouldn’t be tolerated.

Enemy number two: Exceptions

If you make an exception for a coworker, you will not be able to inspire others. The more the exceptions, the more the conviction that what you are asking for is not really that important. Otherwise, you wouldn’t be cancelling it with all these exceptions. Think: what is your answer to the inevitable question, “Why them and not me?”.  So, think hard before making an exception to timeliness, deadlines, targets, compliance etc.. She may be the best salesperson, but she still needs to update her CRM.

If you make an exception for a customer, you will most probably be setting aside some process that was painstakingly devised and is good 95% of the time. Which brings us to the other 5%. As a manager, it is your job to judge when an exception must be made. And it is your job to accept responsibility for the consequences of that exception. So, make very sure you have weighed all the pros and cons. And always let the team know that there are no exceptions. Ever. Except when absolutely necessary. Make it difficult, make it uncomfortable. Make sure that whoever is benefiting from the exception knows that you have gone out on a limb for them. Even if it is a very short limb.

Management Rule number two: Make no exceptions

Exceptions lead to future minefields. If it doesn't apply to everybody, it applies to nobody.

Enemy number three: Lack of consequence management

Without consequences, anything you assign is simply a suggestion.

If there are no consequences, compliance and motivation will take a trip south. Consequences may be good, or they may be bad. Both are necessary. Keep the balance. If a team member is doing a great job, don’t take it for granted that they know you know. Reward them. Praise or raise, they should have good consequences for good performance. If, on the other hand, a team member is not doing a good job, there should be adverse consequences. It could be constructive criticism in the form of developmental feedback. It may escalate to a written warning. If there are commissions or bonuses involved, there should always be a clause allowing you to withhold payment as a consequence of a job poorly done. And in some cases, when other avenues have been pursued fruitlessly, dismissal may be the only option left.

Management Rule number three: There must always be consequence management

Without consequences there can be no management.