Great managers as catalysts help employees to become more conscious of their talents and the matching roles that would help them to create optimum value for the organisation and all its stakeholders. Unlike weak managers, great managers expect for their employees to deepen their understanding of themselves and others’ perceptions of them with the help of the company’s feedback mechanisms, to reflect on their accomplishments and learning, likes and dislikes, on a monthly basis, all for the purpose of highlighting their talents unequivocally. Similarly, employees becoming more detailed in their description of their skills, knowledge and talents is the great understanding that great managers expect for their employees to use in volunteering for the right roles, becoming more proactive partners and guiding their training and development options. For employees to seek out and cultivate the peculiar relationships that tend to work for them individually, to keep records of their individual discoveries and to make spirited efforts to enhance the work environment are all things found around the great manager’s expectations.

Paying scant attention to the expectations outlined above, weak managers habitually get on to show that they are too busy to talk to their employees about their performance and goals. An employee can proactively engage with this situation by taking the initiative to schedule a performance meeting with the manager. To lighten up things for the manager, the employee should elect to provide the structure for the meeting in advance and shape out a conscious review of the past three months. The actions you took, the new partnerships you built and the new discoveries you made should form the crux of this review. Going forward to the next three months, the next period subject to review, it is important for the employee to discuss the hoped-for actions, intended relationships and anticipated discoveries. Forty-five minutes is usually enough for this exercise.

Weak managers focus excessive attention on processes or egotistical tendencies, the feeling of power and control, that gets them to force their employees to do things their way. That you want to define your role more by its outcomes than by its steps is an idea that you as an employee can sell to this manager during a performance management meeting. Employees should set forth their individual style and outline how it will still lead them respectively to the expected outcomes in an efficient manner.

Picking up after ineffectiveness, weak managers are insensitive to the preferences of their employees, concerning how they want to be praised or appreciated. Weak managers pay little attention to the question whether an employee prefers to be praised in private or in public. In this situation, an employee can choose an appropriate time to intimate the manager with his or her preferences.

To set to nought sound management practices, weak managers constantly check in on an employee with a barrage of intrusive, unhelpful questions about how the employee is doing and feeling. This approach is often unproductive with certain employees who prefer to work a little more independently. An employee caught up in this type of situation could tactfully suggest a more convenient cycle time for the check-in meetings.

To render neglectful the catalyst role of great managers, weak managers consistently ignore their charges, distrust them, usurp their accomplishments by taking credit for their work, disrespect them by putting blame that rightly belongs with the managers, to employees.

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