Are You Making These 11 Management Mistakes?

 As a busy executive, you face extremely difficult challenges, such as B. creating and dominating new markets or finding and holding the best ones. But then, like many leaders, do you spend too much time solving mundane problems (that only you can solve, right?) that prevent you from building your ideal company? Events happen again.

If this sounds familiar, you might be making some of these management mistakes: 

1 - Do you have a compelling vision for your company that projects a remarkable future, but few of your employees have heard of it or could explain it when asked? 

2 - Do you have a corporate mission that addresses your customers' needs, but is your operation measuring progress toward your mission?

3 -  Are your goals focused on increasing sales and profitability while your assets are underperforming, generating negative cash flows, or burdened with debt to generate profit?

4 - Do you talk a lot about your employees (positive or negative) without pointing out what employee turnover or key performance indicators are for your industry?

5 - Do you spend a lot of time working INSIDE your organization on tactics, but don't spend a lot of time working INSIDE your organization to define your strategy, KPIs, and actual resource requirements? 

6 - Do you already have regular interactions with employees?

7 - Need to communicate the status of goals, finances, or metrics? 

8 - Are you allocating money for training but not measuring how that training is helping your organization meet its goals?

9 - Are you constantly striving to improve your company's performance, but don't compare your performance to external benchmarks of success? 

10 - Do you think all of your customers, employees, and suppliers love your company, but you don't have a process to continuously measure their satisfaction?

11 - Are you making forecasts and budgets but not meeting agreed targets or learning from experience to improve in the future? 

Daily operational issues take up much of a manager's time. So much for most managers. But by reversing this trend, you have the opportunity to right those mistakes and build a superior organization that retains your best employees, grows sales, and increases margins. First, look at how to exit your business.

Consider automating or outsourcing the tasks you do now. Any job that falls within the tactical operations of your business should be delegated to someone else. If automation or outsourcing is not an option, shift responsibility to the lower levels of the organization and train your employees. to take on these tasks. Most employees are quite capable once adequately trained and given sufficient time to qualify. Continuous improvement overcomes delayed perfection.

Business isn't about the founder, leader, or manager who has the most experience, thinks they're the smartest, or can do the best job. A company is about all people. A company is made up of people. The task of management is strategic. The manager must focus on the organization's vision, mission, and goals.

Then provide the resources to see the work being done. Then measure, monitor, and communicate the results so everyone has the information they need to improve their performance. Management's job is to do the strategic work, not the tactical work. Or who does the manager's job? The workers can't.