Have you ever wondered why there is a relatively small population in the world which praises their boss or manager? Why almost every single employee pinpoints the things their manager did wrong instead of what they did right?
This is because of the effect of an employee-employer relationship in the work environment.
All the relationships in this world are categorised into two main streams – personal and professional. Personal relationships are often a two-way street where the participants are actively contributing to the relationship. For example, you and your friends. On the other hand, the professional relationships are often termed as a one-way street. The participants here are not concerned about each other, rather than getting the work done.
When we talk about a manager, there are two imageries that are formed in our mind. The first one is of a young and dynamic person who dresses funkily, talks like your buddy from college, sips beer and whiskey with you on weekends and smoke joints in the night. The other one is an old man who is arrogant, looks tired and always roams around with some work undone and finds faults in everything that you do.
But, how to see that the manager that you trust your entire business with is no longer the Morgan Freeman, among the employees? And if you are able to identify this, how do you ensure that the manager is brought back onto the track? Using this, how can a good relationship between an employee and their manager lead to an improved performance in your organisation?
Here are the few common signs that we often ignore around us.
The managers often fall victim to favouritism among their direct employees. The most common one that we can see is a male manager favouring female reporters and vice-versa. Time and again, it has been seen through history that the idea of favouritism has often clouded the judgement of managers.
You don’t want your manager to receive death threats from other employees, whom he does not even talk to, do you?
What should you do?
As an employer, you have to ensure that each and every employee is getting equal treatment, equal benefits and the same response from the manager.
Ask your manager’s reports and their opinions about the way that things are being run around here and if they want to suggest any improvements.
Take private meetings and ask the employees how they feel about working with their manager and if they would like to suggest any improvement for the same.
The human mind is coded in a way to feel happy when you achieve something in life. Even as the director or CEO of a start-up of your own, you would feel being at the top of the world. The same happens with the person who rises above their peers and becomes their manager. This feeling of supremacy is dangerous for the business as it gives birth to inferiority and superiority complex among the employees and conflicts due to the difference in their designation.
What should you do?
When you pick up signs of supremacy in your manager, make them sit and talk to them. Tell them the effect of their attitude on their reports, the business as a whole and the way people look up to him.
Assign the duties of the subordinates to the manager as well from time to time. This will ensure that the manager stays connected to the roots of the business.
A manager has two choices – either tell their report everything truly and honestly or keep secrets from them. We can catch lies. An experienced person like the CEO of an organisation can do that more easily. But, the reports of the manager do not lack behind. They can also tell when their manager is hiding something from them.
This lack of transparency and secret keeping is a sign that your manager is no longer the person you thought he was. When secrets exist between the employer and the employee, the relationship wobbles and treads on unchartered waters.
What should you do?
The manager is a complex machine with one goal in mind, to get things done. This is good as long as there are no negative after-effects of the same.
There is no particular reason for the managers to lie to their staff. And when you are heading a budding start-up, this should be avoided more so. When the manager is open to the team on where the organisation stands, where they stand and their role with the organisation, the business grows.