If your manager mutates into a control freak during the crisis, you can tame him. It could harm itself.
- Being a leader in the corona crisis *? Not an easy exercise.
- These five mistakes bosses might regret after the crisis.
- Experts give tips on how to do it better.
Bosses in crisis: what mistakes are typical?
The corona crisis can still be clearly felt in working life *. While some managers react prudently, other bosses in such a crisis * sometimes seem to be anything but skillful. With reference to various experts and studies, Spiegel Online analyzed five common boss mistakes in a crisis - including tips on how to do it better: These are the five mistakes that bosses should not make in a crisis .
Mistake 1: Increase rumors because you are subconsciously sending the wrong signals : Many superiors are not aware of how much they are being observed, the report on Spiegel Online says. Even in times of agile teams and leadership at eye level, the focus in organizations is usually from the bottom up - whether you want it or not. The phenomenon has been proven in many studies: a secretary knows more about her superior than he knows about her. A student can also report more about his professor than vice versa. This tendency intensifies in times of crisis. If the boss did something that could not be clearly interpreted, employees would see this in 90 percent of all cases as a sign that they are facing bad things. The perfect breeding ground for rumors.
This is how bosses do it better: bosses should be clear and predictable, Spiegel Online writes, citing Robert Sutton, professor at the Stanford University business school and one of the leading organizational psychologists. You should say what you know and what you don't, so the tip. They should also pay attention to non-verbal signals that colleagues send. Certainly not an easy exercise for everyone who only communicates via video chat. The advice, according to Spiegel Online, is also addressed to executives: if in doubt, be clear, repeat your core messages and make sure that your expression matches the message.
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Too much bad news at work?
Mistake 2: Too hectic decision: "In crises we react according to an archaic pattern, we freeze or switch to attack mode", the report also analyzes. Most managers would immediately understand why motionless is a shame. Few would recognize that actionism also had negative effects. Motto: "It feels good to be able to do something." But that's exactly what bosses might regret later: do you really know enough to be able to make well-founded statements?
This is how bosses do it better: do not draw hasty conclusions in the crisis and question sources.
Mistake 3 : Only announce negative news: The good news may be rare right now, and bosses are just people. However, it is anything but motivating for employees if they only get bad news.
This is how bosses do it better: Managers should ensure that their employees feel able to act. As a manager, you would not only have to show your attitude, but also give support in crises, according to one of the tips in the article mentioned.
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Bosses shouldn't make these mistakes
Mistake 4: Taking control of everything : Many bosses would slip into a pattern of oversight unconsciously, Spiegel Online also writes and quotes Ronald Heifetz, one of the most influential management experts worldwide, who wrote: "A single manager is simply not able to to recognize and understand all the changes that are taking place around them. "
This is how bosses do it better : "Managers have to free themselves from the feeling that they have to be everything and that they have to do everything," Heifetz continues to quote. "Instead, they should get used to sharing this burden with people in a variety of roles and locations."
Mistake 5: Ignoring employee needs and feelings: Many managers would neglect to ask how their employees are doing, according to one of the findings.
This is how bosses do it better: "Employees must feel the empathy of their boss for their respective situation," Spiegel Online quotes the leadership experts and Professor Wolfgang Jenewein. Meetings in the morning should not start with the question of what to do , but rather with a "how are you".
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* merkur.de is part of the nationwide central Ippen editorial network.