12 Sins Of Managing Knowledge Workers

And things to do instead

Knowledge workers are workers whose main capital is knowledge. Examples include programmers, physicians, pharmacists, architects, engineers, scientists, design thinkers, public accountants, lawyers, and academics, and any other white-collar workers, whose line of work requires one to “think for a living”. — Wikipedia

Back in the day “command and control” was the most prevalent management style. It might have worked in an era, but the 21st century is very different. Today, many job types demand people to think at work — making them a knowledge worker.

As per my experience, if you are a people manager for knowledge workers, you should avoid these 12 things (and do the 12 highlighted things instead) — not in any specific order.

1.You can’t explain the team’s vision and mission clearly.

Know the purpose and goals for your team and explain them correctly so that the team knows what they are trying to achieve.

In order to lead a country or a company, you’ve got to get everybody on the same page and you’ve got to be able to have a vision of where you’re going. — Jack Welch

2.You are authoritative.

Provide direction only rather than being directive. You’ve hired smart people, let them achieve the outcome by providing guidance only. Knowledge workers perform better when given autonomy.

Be specific in what you want from your team and let them achieve it the way they want. — Salam Khan

3.You become defensive when challenged about direction.

Learn to use facts and data to back your direction and then stay firm.

You have to feel confident. If you don’t, then you’re going to be hesitant and defensive, and there’ll be a lot of things working against you. — Clint Eastwood

4.You let the team run like a headless chook.

Help team choose their battles wisely and assist them in prioritizing their work if they are unable to do so.

If your team specifically ask you to prioritize the list of things for them to do, don’t shy away and do it for them. It’s even better if you explain to them why. — Salam Khan

5.You don’t set clear work/performance expectations.

Communicate your expectation early and regularly.

Being a manager of smart people, worst thing you could do to someone is, telling them they didn’t do well without telling them what ‘well’ looks like, at the beginning. — Salam Khan

6.You don’t discourage triangle talks and be a culprit yourself.

Discourage people from talking behind others’ backs and don’t bad-mouth about any people within your team to their colleagues.

Great minds discuss ideas. Average minds discuss events. Small minds discuss people.– Eleanor Roosevelt

7.You are insecure and project your insecurities on the team members

No one is perfect. It is okay if someone is better than you. Be confident and use collective team wisdom to thrive

“He who is humble is confident and wise. He who brags is insecure and lacking.” — Lisa Edmondson

8.You snap at your team members

Learn the art of self-composure and calmly express yourself

We are all humans, with stressful lives, hence empathize with each other. If you’re having a shitty day, tell others you are having a shitty day, rather than snapping at them. — Salam Khan

9.You give someone a task and then keep asking about it

Define work deadlines and then let people do the job. Micromanagement doesn’t help.

“Authority — when abused through micromanagement, intimidation, or verbal or nonverbal threats — makes people shut down & productivity ceases.” ― John Stoker

10.You instil self-doubt in people

Help your team members becoming confident by positive encouragement, coaching, and offering support wherever required.

“It is literally true that you can succeed best and quickest by helping others to succeed.” — Napolean Hill

11.You don’t give constructive feedback to your people

Meet your team members regularly. Appreciate them on their excellent work and provide specific feedback so that they can improve

Providing feedback is like giving a blind person directions when crossing a road. Be accurate. — Salam Khan

12.You public-shame your team members

Appreciate your team members in front of others and tell them about their shortcomings in private

“You need to be aware of what others are doing, applaud their efforts, acknowledge their successes, and encourage them in their pursuits. When we all help one another, everybody wins.” — Jim Stovall

About the Author Salam is a polyglot poet by passion and an Agile Coach and Delivery Consultant by profession.