A professional is not a self-sufficient, self-sufficient machine.
On the contrary, it needs connections, stimuli, inputs and resources. Above all, he needs his manager to provide him with all the tools and useful information to best perform his task.
Trust, listening, feedback and support – from the moral side – technical indications and training tension – in terms of hard skills – are essential ingredients that cannot be missing in the starter pack of an enlightened leader.
Often, however, a leader can be anything but inspiring: with his toxic behavior a manager risks contaminating the entire office, influencing – negatively – the mood of a team.
A few wrong attitudes of the boss are enough to confuse a workgroup , extinguish enthusiasm and lower morale, making even the potentially most close-knit and skilled team on the market unproductive and unmotivated.
What are the most dangerous and lethal behaviors for a team’s productivity?
We have identified 5.
“That one”, “thing”, “new one”, “your resource”: who has never heard these terms used to appeal to an employee? It’s a – terrible – custom in companies to mistake professionals for numbers, worrying only about reducing their salary and limiting extra costs, squeezing their productivity to the maximum.
The result? Disaffection, absenteeism, turnover.
The information is mine
Information is power and your boss knows it.
This is why he avoids sharing important news and, when he comes out of strategic advice, he keeps his mouth shut and goes straight to the office, without leaking anything.
Fear of him? That someone in the group can use the information to their advantage, to grow, break free, bypass it or – in the worst nightmares – kill it.
Better, according to him, to be in control and to keep the information tight, to have the team on a leash and maneuver them.
But, dear authoritarian leader, not communicating with employees will only lead to detachment and lack of commitment of all. Removing you permanently.
Control mania can be very toxic behavior for team members. When the boss suffers from micro-management, his spasmodic attention to every detail annoys employees, stifles their decision-making freedom, restrains resource growth and reduces the productivity of the entire team.
The leader should deal with strategic issues and coordinate the group: checking the aesthetics of a PowerPoint or replying to operational emails is a symptom of a management dysfunction and a lack of confidence in the abilities of the others.
If you have a boss like this, start looking around.
Inability to recognize the merits of others
Can it ever be difficult to give positive feedback to an employee who has done a good job, or to admit the value of a particularly good team?
For some leaders it is, and the consequences can be dramatic.
Lack of praise and compliments – when deserved – risks making the employee less attached to the organization and not very productive. In reverse, positive reinforcement increases commitment, the harmony between colleagues, reliability and reduces turnover.
“I am me and you are nobody”. This is what a narcissistic leader thinks when he addresses his team. And he doesn’t try to hide it, on the contrary, he expresses it clearly. As also stated by Joseph Burgo, author of the book “The Narcissist You Know: Defending Yourself Against Extreme Narcissists in an All-About-Me Age”, the egocentric leader exploits every lever to emerge and enhance himself, was also despising others and making them feel useless and losers.
It is superfluous to explain how an employee can feel in front of a manager of this kind: escape is the only weapon to escape a destiny of humiliation and disappointment, both human and professional.