Don’t be a bad manager: Effective leadership is taught, learned, practiced and honed

“People join organizations and leave managers.”

This adage is a documented fact that’s lamented by organizational leaders, discussed at training courses, and referenced by HR professionals when discussing employee turnover. While the impact of ineffective managers on organizational performance is widely acknowledged, many workplaces are still full of them.

Why? Well, before we explore the reasons bad actors are allowed to wreak havoc on businesses, let’s take a quick look at what they’re failing to provide to the employees who report to them. Bad bosses typically fall short in one or more of these behaviors: setting clear expectations; giving constructive feedback; acknowledging a job well-done; and providing opportunities for growth and development.

The list could arguably be much longer. When trying to articulate an overarching theme for voluntary employee departures, “lack of communication” is most often sited. But an article in Inc., summed up the reason in four simple words, “People are not valued.”

While everyone’s experience is unique, not feeling valued is usually interpreted as a lack of respect by leadership. It’s embodied by the manager who doesn’t say hello to employees in the morning or who doesn’t acknowledge the extra time and effort put in on a major project. These behaviors erode the manager-employee relationship and cause a notable decline in employee engagement.

In a recent survey by Bucketlist Recognition lab, 54% of employees reported that they receive recognition from their leader less than monthly. This lack of acknowledgment leads to decreased job satisfaction and causes employees to contemplate leaving the organization. Anecdotally, team members who are lacking attention in their current roles often spend time during their workday researching other job opportunities — and even applying for and interviewing for jobs while on their current employers’ clock!

With so much evidence that communicating employees’ value directly impacts satisfaction, engagement, and retention, why is it so difficult for leaders to deliver on this essential job function?

Some underperforming managers cite challenges related to limited bandwidth, tight budgets, scarce resources, and the complexity of leading hybrid and remote teams. It could be that the organization’s culture truly doesn’t value employees. Maybe there’s a lack of supportive leaders and role models in the organization. Maybe it’s just a consequence of poor management overall. Maybe, maybe, maybe. But most likely, it’s a simple lack of management skills training.

So, what can managers do to improve their employee relations skills? First, recognize the problem and take ownership of creating a solution. Realize that the issue is not a character defect or personal flaw. Effective leadership is a skill that is taught, learned, practiced, and honed. A plethora of training options are available across price points, formats, locations, and schedules.

If you can, find a mentor or a coach. This person might already work for the company or in the same industry. If not, it might be worth hiring an independent leadership coach.

Finally, as managers begin to communicate more regularly with their employees, remember that it’s OK — in fact, very productive, to ask for their feedback on the manager’s own progress. Everyone respects a two-way street.

Change is always possible. It only requires a willingness to improve and a consistent effort.

Mary Lynn Fayoumi is president and CEO of HR Source in Downers Grove.