The manager-employee relationship carries obligations in both directions. While much attention focuses on what employees owe their managers - performance, commitment, professionalism - less is said about what managers owe their people. These obligations are not optional courtesies but fundamental responsibilities of leadership.
**Timely and Critical Feedback**
It is your inalienable responsibility to address concerns with employees as soon as you become sincerely dissatisfied with their work or recognize deficiencies working against them. This is not always comfortable, and it requires considerable tact to avoid discouragement, but you owe it to them.
Bear this in mind: If you ultimately must terminate a subordinate, you may face two pointed questions: "Why has it taken you five years to discover my incompetence?" and "Why have you not given me a fair chance to correct these shortcomings?"
When you fire someone for incompetence, it signals that not only has the employee failed, but you have failed as well. Timely, candid feedback gives people the opportunity to improve before failure becomes permanent.
**Make It Unquestionably Clear What Is Expected**
The number one requirement for effective supervisor-subordinate communication is explicit understanding of job expectations. Too often, managers avoid direct discussions and rely on implicit instructions and generalized goals.
Successful managers clearly establish goals and expectations with their subordinates, then follow up with monitoring and support. Ambiguity about expectations is a leadership failure, not an employee failure.
**Do Not Hang On to Employees Too Selfishly When They Are Offered Better Opportunities**
It is bad business to stand in the way of an employee's advancement simply because their loss will inconvenience you. You are justified in shielding your people from outside offers only when you are sincerely convinced they have an equal or better opportunity where they are.
Accept that you are probably unable to judge this objectively anyway, so consider soliciting the employee's opinion - it is their career, not yours. You should not find yourself in a position where losing one individual will unduly embarrass you. Select and train backups for all key personnel, including yourself.
**Show an Interest in What Your Staff Is Doing**
It is deeply discouraging to employees when their manager manifests no interest in their work - by failing to inquire, comment, or otherwise acknowledge it. A little interest goes a long way. Make the effort to engage with what they are accomplishing.
**Never Miss a Chance to Commend or Reward Good Work**
Remember, your job is not merely to criticize and intimidate people into getting work done. The better part of your job is to help, advise, encourage, and stimulate them.
Never miss a chance to build up your staff's prestige in the eyes of others. This is not to suggest perpetual leniency - by all means, deliver sharp censure when well deserved to keep people on their toes. But if criticism is all they receive, they are apt to grow bitter about the job.
These five obligations - timely feedback, clear expectations, supporting career advancement, showing genuine interest, and recognizing good work - are not acts of generosity. They are what you owe your people in exchange for their commitment and effort. Fulfill these obligations, and you create the foundation for a high-performing, loyal team.