13 common errors managers make and how you can avoid …...the death-march troublemaker –...

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13 Common Errors Managers Make and

How You Can Avoid ThemPresented by Curtistine Walker, Food Service Director

Pittsburgh Schools Food Service


The Blame Game

#1 Refuse to Accept Personal Accountability

“ I told them”

“I didn’t get the email”

“I wasn’t trained properly”

“they are lying”


Preconceived Notions

Judgement

Low Expectations

#2 Fail to Develop People

“Look at what I’m working with”

“This is the best that they can do”

“He/she has problems”

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Eliminate Anxiety

#3 Try to Control ResultsInstead of Influencing Thinking

How can I make

this employee

feel good about

doing this task?

Confident Workers = Productive Workers


Anti-management behavior = Disrespect

#4 Joining the Wrong Crowd

The sidelines troublemaker – stirs up the crowd and standsback while others do the talking for them without sufferingany consequences.

The death-march troublemaker – habitually gripes andcomplains to try to make trouble for the supervisor orsupervisors who have brought their failure to their attention.

The good-cause troublemaker – acts like a crusader for their employees or their peers against upper managements policies, goals and objectives.


All Employees Perform Equally

and Have the Same Skills – No!!!!

#5 Manage Everyone the Same Way

• Server

• Cook

• Register Operator

• Marketing Design


Profit or Loss?

#6 Forget the Importance of Profit

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#7 Concentrate on ProblemsRather Than Objectives

Yes!

New Menu Items

Food Waste Reduction

Increased Meal Participation

No!

Personnel Issues

Personal Issues

Employee Break Time


#8 Be a Buddy, Not a Boss

Favoritism

Jealousy

Low Morale

Low Productivity

Complications

Lack of Trust

Is it possible to recover from the damage?


Goals = Success

#9 Fail to Set Standards

Goals = Failure

when fear

that enforcement

is punishment.

Rules and Regulations Reviews

Inspection

Code of Ethics

Policies


A manager’s main goal = employees to perform consistently

at or above the minimum standard.

PAR performance; Precedents; Actions and Results

#10 Fail to Train Your People

Precedents trigger action.

Action produces results and future behavior is determined by the results.


• Precedents serve as guides or standards in evaluating future behavior , foundations of performance - job descriptions, training, policies, or objectives.

• Actions are what the employees say or do - performance.

• Results are the end product of the actions based on positive or negative feedback the employees might receive.

#8 Fail to Train Your People (continued)


Managers condone incompetence by:

#11 Condone Incompetence

The Need to Be LovedWould prefer to be liked instead of being “mean”.

The Disappearing –Problem ActHopes the problem(s) will “go away” if ignored.

Avoiding ConfrontationFears confrontation with subordinates.


Everybody is a Star!!!!

#12 Recognize Only Top Performers

High Performers

Low Performers

Steady Performers


Proper Instruction,

Training and Setting Standards

=

Pride

#13 Try To Manipulate People

Do what I say

or else………

Do this and you’ll

be rewarded…


The Resource


13 Common Errors Managers make and How To Avoid Them

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13 common errors managers make and how you can avoid …...the death-march troublemaker –...

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