The data: 84 percent of U.S. workers say bad managers cause unnecessary stress, and 57 percent say managers could use training on how to better manage people.
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The question: As workers leave jobs in record numbers and challenge organizations to manage and lead differently, how can managers lead in a way that compels good employees to stay?
Expert’s take: David Radlo is the best-selling author of Principles of Cartel Disruption: Accelerate and Maximize Performance and an internationally-recognized expert in leadership, growth and innovation. He says there are three types of managers, and two of them aren’t effective for the long term. One common problem he sees is a lack of self-awareness.
“I am a big believer in understanding blind spots of people in an organization,” Radlo says. “An organization can function better by everyone on the management team knowing each other’s blind spots and increasing people’s self-awareness level. Without understanding a blind spot, you won’t be able to reframe or transform your behavior.”
Radlo’s Three Types Of Managers
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The Neutralizer
Gets respect from some, contempt from others. Radlo says this type of manager has limited self-confidence and lacks personal power behind their title of authority. “The neutralizer delivers the status quo and maintains a neutral stance,” Radlo says. “Their performance is adequate to mediocre. You can anticipate what they will say and hope you do not have to listen to them.”
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The Diminisher
Lacks self-confidence and respect and uses blame instead of accountability. “They rely on the authority of the position through threats and pressure people through intimidation to reach organizational goals,” Radlo says. “They have a difficult time showing empathy, and are a threat to work with because their personal gains are achieved by manipulating others. Their excessive competitiveness creates distrust.”
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The Enhancer
Self-confident, respected, and will get others to accomplish organizational goals. “This is an authentic person who will take action and make focused decisions,” Radlo says. “Those that work with the enhancer achieve results because they feel valued. The enhancer manages to turn crises into opportunities.”
Final Word
Radlo says leaders “should understand and avoid management traps such as self-centeredness, an inflexible management style, micromanaging, and an inability to deal with an increasingly diverse and aging workforce.”
About The Author
David Radlo, best-selling author of Principles of Cartel Disruption: Accelerate and Maximize Performance, is an internationally-recognized expert in leadership, growth and innovation. He is a partner with RB Markets-Achievemost, a Masters professional outside director, a growth coach, and an International Fortune 500 speaker. He is experienced in the U.S. and globally, building sustainable consumer food brands such as Born Free, Farmer’s Best, and Egg-Land’s Best, and has personally negotiated agreements with Fidel Castro. He works with senior executives, venture firms, private, public, family, and college entities. His accomplishments in his 28 years as a CEO include delivering a six-fold increase in earnings before interest, taxes, depreciation, and amortization (EBITDA), and a 30-fold increase in enterprise value. He is a graduate of Tufts University and NYU’s Stern School of Business.
