Management Traps: Signs Managers Miss

By Larry Miller

Do you struggle making sure your staff does the right thing, in the right way, and at the right time?
Managing people can be a daunting task, even for those managers who have had good and extensive management training. Anyone can accidentally fall into hard-to-recognize traps when communicating performance goals or process improvements to co-workers and staff.
As our high-tech environment creates a greater need for social and communication skills in the workplace, avoiding these traps is becoming more critical. In this guide, Larry Miller, a human resources expert, walks you through how to:
• confront people to solve problems;
• repeat critical messages to promote action and results;
• question assumptions when deciding who
to hire; and
• measure the right things when evaluating employees.
The author also explores how to lead by example, communicate well with others, avoid hasty conclusions, and choose the right words to inspire improved performance.
Regardless of the size of company, type of company, or requirements and duties of any job, management traps occur. Avoid or resolve these traps and improve your bottom line in the process with the lessons in this guide.

• Language: English
• Publisher: Archway Publishing
• Release date: Apr 1, 2019
• ISBN: 9781480876132

Larry Miller

Larry Miller was appointed the first chairman of the Jordan Brand Advisory Board in January 2019. Under his leadership, Jordan Brand has grown from a $200-million basketball-shoe company to a $4-billion athletic footwear and apparel firm. Miller helped found the Jordan Brand at Nike in 1999 before becoming president of the Portland Trailblazers from 2007 to 2012, after which he returned to Jordan Brand. Miller graduated with honors from Temple University in 1980 and earned an MBA from LaSalle University. He has served on the boards of directors of Self Enhancement, Inc. A passionate advocate for education and mentorship, he’s taken leadership roles with the Urban League and Junior Achievement in the past. Born in Philadelphia, he lives in Portland, OR.

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Copyright © 2019 Larry Miller.

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ISBN: 978-1-4808-7614-9 (sc)

ISBN: 978-1-4808-7613-2 (e)

Library of Congress Control Number: 2019903348

Archway Publishing rev. date: 3/28/2019

CONTENTS

INTRODUCTION

TRAP 1     DON’T KNOW? THINK THE WORST!

Is the top good-fit candidate really the most qualified for the job or someone who appeals best to the unintentional presumptions of the hiring manager?

TRAP 2     DON’T BOTHER ME WITH THE FACTS!

Objective judgment is critical, especially on topics that stir emotions or run counter to your biases.

TRAP 3     ATTACK THE PERSON INSTEAD OF THE ISSUE

The very words we use can work against our best efforts to create improved performance.

TRAP 4     BIG-ISSUE ADDICTION

Most big problems in an organization are made up of a cluster of little problems.

TRAP 5     FORGET THE POWER OF THE ROLE MODEL

Being and walking the talk is critical.

TRAP 6     STUCK IN ONLY THIS OR THAT

Why are we stuck with a method of problem-solving that is firmly based on only two solutions?

TRAP 7     IGNORING SO WHAT?

You can teach an adult to do anything if you can get him or her past the so what? threshold.

TRAP 8   MEASURING THE WRONG THINGS

Many performance reviews often seem to be focused on the individual’s character rather than the results of predetermined metrics related to the job.

TRAP 9   YOUR EASY ROUTINE

Employees need to come to work every day and achieve one clear goal that helps the company move forward.

TRAP 10   INDUSTRY EXPERIENCE REQUIRED

How many good candidates are missed because of the standard assumption that industry experience is required?