employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager

In the twenty-plus years I have been working in human resources, I have been able to see first hand the mistakes most often made by new and seasoned supervisors, managers, and others who lead employees.

Over time, I have consolidated these common errors into four major mistakes. See if you or someone in your organization is making these mistakes needlessly by reviewing the following list:

1. GIVING FEEDBACK BASED ON PERSONALITY INSTEAD OF BASED ON DATA, BEHAVIOR OR

RESULTS.

Sometimes called the "halo or horns" effect, this phenomenon is seen when a management member tries to turn everyone on the team into a "mini me". Certain his or her personality type or style is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality traits instead of on data, numbers, observed behaviors and other objective criteria.

2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE

END OF A ONE-ON-ONE.

The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager i

mistakes needlessly by reviewing the following list:

1. GIVING FEEDBACK BASED ON PERSONALITY INSTEAD OF BASED ON DATA, BEHAVIOR OR

RESULTS.

Sometimes called the "halo or horns" effect, this phenomenon is seen when a management member tries to turn everyone on the team into a "mini me". Certain his or her personality type or style is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality traits instead of on data, numbers, observed behaviors and other objective criteria.

2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE

END OF A ONE-ON-ONE.

The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager

yle is the best, this supervisor offers advice, counseling, feedback and even disciplinary action based on style or personality traits instead of on data, numbers, observed behaviors and other objective criteria.

2. FAILING TO ENSURE SOMEONE'S DIGNITY AT THE BEGINNING, DURING AND AT THE

END OF A ONE-ON-ONE.

The single most important component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager

ortant component when giving someone corrective feedback is to ensure that person can walk away with dignity. When two people are in conflict or getting defensive (which is the main theme to most one-on-ones) this becomes increasingly difficult. In an attempt to appear in charge and in control, the supervisor may try to "win" by demeaning the employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager

employee with veiled insults, overheard gossip about the employee, or using statements like "everyone agrees with me".

3. NOT ACCEPTING RESPONSIBILITY FOR EVERY RESULT PRODUCED BY THEMSELVES

AND THEIR TEAM.

Note that this mistake says "EVERY RESULT". This is a very hard shift for many new management members. The new manager is no longer an individual contributor, and is now responsible for every person' s performance. This is a contradiction in the "real world". No one can control or change another. And yet, in management, you are expected to take responsibility for your team's performance, especially when it is lacking (and frankly, to NOT take credit when the performance is good!). The supervisor must determine what isn't working and why and correct that; and when things are working, he/she must continue these processes while ensuring everyone stays challenged, motivated and recognized. Thank God for stock options!

4. NOT LEADING BY EXAMPLE.

Anyone who has had a moody boss knows that the tone of the day was set by this person's mood. To fail to show your "best face" regardless of the circumstances encourages similar behavior in your employees. This supervisor often doesn't see the correlation between his/her example and the team's mimicking behavior. Accusations of being unprofessional when employees arrive "just a little late", or when they begin to snap at co-workers, often come from this very supervisor. This inevitably leads to a lack of trust and performance that only follows the "just enough to not get fired" standard.

How does someone making these mistakes turn these around? By doing just that—turn around or reverse these mistakes and make them positi