Keith Yoshni B.

Guevarra
BSIT - 12A

5 Ways to Make or Break a Team

Good managers maintain talent (poor managers don't)

According to a recent survey published by Gallup, poor management is one of the top
four reasons why workers decide to voluntarily quit the firm for which they work. It is possible to
maintain and recruit top talent by investing in the hiring and training of strong managers, or it is
possible to lose your best workers to the competition if you fail to do either. Since managers are
in the between of leadership and their team, it is very crucial for leadership to know how
managers handle pressure.

A manager has to be able to bear the stress of being the intersection between the often
contradictory requirements of the firm and the people in order to be successful. When a
manager projects an excessive amount of the pressure that they are experiencing from the top,
it may rapidly lead to staff burnout and disillusionment. This is something that I can speak from
personal experience about.

A significant difference may be achieved by maintaining focus on both the objectives of

the company and the health of the workforce. A manager's ability to connect with their team and
create the kind of connections that enable them to successfully manage expectations on both
sides of the aisle is enhanced by the use of this tool.

The need to be a hero.

Managers who take on too much stifle the development of their teams and prevent them
from reaching their full potential. This is a characteristic that may often be seen in newly
promoted managers. The leadership of an organization must to be on the lookout for symptoms
of managers who take on a lot of work (to demonstrate that they are capable of completing the
task at hand) yet fail to make full use of their team.

If this behavior is allowed to continue for any length of time, the situation will eventually
become intolerable not just for the manager but also for their team. Employees will start to feel
as if their full potential is not being exploited and will get bored with the task, while the
management will rapidly become overwhelmed by the amount of work that needs to be done.

Trusting your team to achieve their objectives by using the individual and distinct skills
and abilities that each member has is one of the most essential qualities that a manager can
develop. The members of the team have to work together to accomplish their objectives. (If
you're interested in the topic, read up on how to foster collaboration in the workplace.)
The person in charge of minute details.
In the same spirit as the hero, the micro-manager is someone who doesn't really perform
the task themself but diligently supervises each and every aspect. Disagreement between a
manager and their team might result from the management hovering over their shoulders and
making frequent unexpected appearances to provide project updates. If this mistrust is allowed
to fester and expand, it will deteriorate the connection that exists between the manager and the
members of their team.

In addition to being very unpleasant and distracting, this practice stifles the development
of the employee by restricting the individual's autonomy rather than empowering the employee.
Managers need to be clear about the objectives and expectations they have for their teams, and
then they need to step back and allow people execute the work for which they were employed.
Make it apparent that you are there to give support, and then have faith that the member of the
team will seek assistance from you if they need it.

Putting the "I" in "team."

Despite the fact that there are only three letters separating "I" and "we," both of these
words are rather lengthy. The term "I" should be avoided at all costs when it comes to
distributing and accepting credit for the job accomplished by one's team. Attempting to claim
credit for a job well done by a team is fraught with difficulties at every level of the organization.
The success of an individual is directly proportional to the success of their team, and this is
particularly true for managers.

It is the responsibility of managers to give credit where it is due, recognize individual

achievements within the team, and celebrate the accomplishments of the group as a whole. In
order to effectively manage a team, recognition is an essential ability. Your team will be able to
become stronger and more productive if you know how and when to deliver appreciation to
them.

The shining illustration

There is a long list of things that you should avoid doing when you are in charge of a
group of people, but there are just a few basic things that you need to keep in mind whether you
are searching for a good manager or getting ready to become one:

 Keeping a cheerful attitude and  Setting a good example and leading

showing empathy by doing
 Maintaining consistent and timely  Establishing concise objectives
communication  Giving recognition
 Developing a rapport with someone