Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: My boss avoids giving feedback, addressing problems, or correcting poor performance. The whole team is frustrated, but no one wants to say anything. How do I navigate this? – Tim
Answer: Tim, let’s start here: You probably can’t imagine this. Managers who avoid feedback, avoid difficult conversations, or refuse to address poor performance create real frustration, and you’re not alone in feeling it.
Here’s what most employees don’t hear: This behavior is much more common than you might think. Many managers avoid difficult conversations because they were never taught how to have them. This is not simply a personal shortcoming, but is often the result of an organization’s collective failure to prepare people for leadership roles.
Not everyone who is great at their job has the ability to manage others. For example, just because you’re good at coding doesn’t automatically mean you’ll be good at leading people. However, organizations regularly promote top performers to management positions, assuming that superior skills will lead to talent leadership. That’s like assuming Serena Williams could step in as the next LeBron James. Both are elite at what they do, but they play completely different games.
Think of it this way. We don’t put a teenager behind the wheel for the first time and say, “Good luck and don’t crash into anything.” But we give our employees direct reports and expect them to instinctively know how to coach, correct, and develop others. it doesn’t work.
When an organization promotes someone to a management position without the necessary training, tools, and support, that manager and his or her entire team will be dissatisfied.
What can you do with it? you do?
First, address it directly but constructively. Seek out conversations that focus on clarifying rather than blaming. You might say, “I know what success looks like, so I’d appreciate some clear feedback,” or “If performance issues aren’t resolved, it will affect the entire team. Can we talk about expectations?” The goal is adjustment and better results, not criticism.
Second, be agile and know when to escalate. If a lack of feedback is hurting performance or morale, and direct conversation doesn’t work, talk to HR or a senior leader. Build around support: “Our team could benefit from clearer expectations and more structured feedback. Is there any training or guidance available?”
Finally, learn from what you see. Great managers are built, not born. Observing things that go wrong is often the clearest vision a leader like you will have. please don’t I want to be
After all, waiting for a reluctant manager to suddenly become a confident manager is a losing strategy. If you want change, you may need to create a conversation. Do it respectfully and carefully so that both you and your team succeed.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
