What it’s about

Inefficient self-management not only impairs the individual performance of the manager, but also has a negative impact on the motivation and productivity of employees. The most important causes of poor self-management that can be observed in practice are described in detail below.

Unclear goal setting

A manager with poor self-management is often characterised by unclear or missing objectives. This leads to a lack of direction and prioritisation, both for the manager themselves and for the team. Without clear goals, it is difficult to measure progress and make necessary adjustments.

Poor time management

Efficient time management is a central aspect of good self-management. Managers with poor time management tend to put off tasks, lose track of their commitments and are often overwhelmed by urgent but unimportant tasks. This results in lower productivity and increased stress.

Lack of self-discipline

This characteristic is characterised by the inability to consistently follow through and complete planned tasks. Leaders without sufficient self-discipline are distracted, disorganised and unable to focus on essential tasks, resulting in a reduction in efficiency and quality of work.

Lack of self-reflection

This soft skill is essential for personal development. Leaders who fail to regularly reflect on their own behaviour and decisions tend to repeat the same mistakes and are less adaptable to change and feedback.

Ineffective stress management

If stress is not managed effectively, this has a negative impact on performance and general well-being. This often manifests itself in the form of increased irritability, burnout or unhealthy coping strategies such as excessive alcohol consumption or unhealthy eating.

Insufficient delegation

A manager who cannot delegate effectively is inevitably overloaded and unable to focus on strategic tasks. Poor delegation leads to inefficient use of resources and team potential, which in turn has a negative impact on overall performance.

Lack of decisiveness

Poor self-management also manifests itself in an inadequate willingness to make decisions. Managers who delay or avoid decisions create uncertainty and frustration in the team. As a result, opportunities are missed and action efficiency is not adequately utilised.

Unhealthy work-life balance

Another sign of poor self-management is the inability to maintain a healthy work-life balance. Managers who are unable to harmonise their work and private lives are more susceptible to stress and burnout, which affects their performance and health in the long term.

Weak communication behaviour

Effective communication is a key aspect of good leadership. If managers cannot communicate clearly and effectively, they create misunderstandings and confusion within their team. This reduces team performance and the quality of the working environment.

Lack of adaptability

Poor self-management also manifests itself in a rigid attitude towards new ideas and changes, which can lead to a reduction in the innovative capacity and competitiveness of the area of responsibility or even the entire company.

Excessive control

Managers with poor self-management tend to be overly controlling. This micromanagement stifles the team’s initiative and creativity and leads to a high level of dissatisfaction and frustration among employees.

Inconsistent prioritisation

If important tasks are neglected in favour of less important activities, this impairs the achievement of long-term goals and reduces the efficiency of the manager and the entire team.

Lack of self-motivation

Managers who have difficulty motivating themselves automatically radiate a negative attitude that spreads to their team. A lack of enthusiasm and commitment significantly lowers the morale and motivation of a team.

Lack of feedback

Regular and constructive feedback is crucial for personal and professional development. Managers who do not ask for or give feedback create a culture of uncertainty and ambiguity, which affects team trust and performance.

Inadequate conflict management

Poor self-leadership also manifests itself in the inability to resolve conflicts effectively. Managers who avoid or do not adequately address disputes risk a deterioration in the working atmosphere and reduced team cohesion.

Conclusion

Poor self-management significantly impacts a leader’s effectiveness and well-being and has far-reaching implications for the entire team and the organisation. It is therefore crucial to recognise and address these criteria in order to improve leadership skills and ensure long-term success.

Management: Poor self-management among managers