Management mistakes you don't want to make on the job

June 22, 2011

If you take the nightly news seriously, you might be thinking that a faceless globalization monster has dipped the U.S. economy into a deep bucket of doo-doo. Or, possibly starting to get somewhat concerned by the purported consequences of our hired hands in Washington failing to handle the U.S. debt ceiling question appropriately. The macroeconomy is merely a real-time reflection of the consequences that arise from possibly billions of individual decisions we, and others just like us all around the globe, make each day, hour or minute.

If you take the nightly news seriously, you might be thinking that a faceless globalization monster has dipped the U.S. economy into a deep bucket of doo-doo. Or, possibly starting to get somewhat concerned by the purported consequences of our hired hands in Washington failing to handle the U.S. debt ceiling question appropriately. The macroeconomy is merely a real-time reflection of the consequences that arise from possibly billions of individual decisions we, and others just like us all around the globe, make each day, hour or minute.

This concept of collective outcome applies equally well to the corporate economy, the entity that provides for us our ration of daily bread. If nothing else, it’s a bit less abstract and closer to home.

The aggregate of the fallout, good and bad, of our daily, minute-by-minute decisions makes a major contribution to the corporate bottom line. One would hope that we have a vested interest in a way to elicit good consequences rather than the bad ones with respect to that bottom-line figure that can have such a large effect on our lives.

It’s one’s management style and behavior that might best be able to affect that aggregate outcome. Believing that this hypothesis is valid, I offer you a bit of guidance regarding the management mistakes you don’t want to exhibit on the job.

Take a look at “Have you earned the right to lead? Ten of the biggest mistakes leaders make,” an article by By John Hamm, a leadership expert from Silicon Valley.

The piece is presented in 11 screens, ten of which focus on one particular mistake. It’s an easy read, not something that will bog you down. Whether or not you’re a manager, it’s probably worthwhile to take heed of these tips in your daily interactions with coworkers. Remember, it’s all about that bottom line.

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