22 May 10:32
Krasnoyarsk residents were exposed to the typical mistakes of managers, which lead to the failure of the implementation of “task managers”.
Companies are increasingly adopting digital tools for task management, hoping to increase employee productivity and bring order to processes. But most of these attempts end in failure – employees do not use the tools, tasks are duplicated, so we have to return to correspondence in instant messengers and spreadsheets. Even when choosing a quality service, for example, striveapp.ru, success depends not so much on the platform itself, but on the approach to its implementation. Let's look at four typical mistakes managers make when implementing a task manager.
Firstly, businessmen often expect instant results. They think that the system itself will solve all the difficulties that arise. In reality, a digital tool can only show existing processes. If the company does not have a clear distribution of responsibilities, uniform rules for setting tasks and a culture of communication, chaos simply moves to a new interface.
When introducing any new products, there is resistance from staff. This is a natural reaction, especially if employees do not understand the need for the tool and do not know how it can make their work easier.
If you simply tell people that they are switching to a new system, instead of training and explaining the benefits, the task manager will become just a formality. The consequences of this approach will be duplication of tasks in different places, loss of important comments, and the need for manual control. As a result, the team will perceive the new system only as an additional burden.
Excessive control over employees can also be a problem. A tax manager will be perceived as a total monitoring tool if the manager demands a report on every action and evaluates the work of employees by the number of closed cards. Under such conditions, employees will work on indicators, creating artificial activity, and the system will act as an additional source of stress.
An attempt to “digitize chaos” is also unlikely to be successful. Conflicting work patterns will overload boards and create complex work scenarios that will confuse even experienced employees. Eventually the team will stop using the system.
Experts note that the main reason for failures is the management approach, and not faulty technologies. The task manager should become not just a program, but a change in corporate culture. Its implementation requires process transparency, communication discipline and management’s willingness to change their own habits.
Successful implementation begins not with choosing a platform, but with answering a simple question: what real problems does the company want to solve? If a system helps employees save time, simplifies interactions, and makes work clearer, it becomes part of the everyday environment. If a tool is implemented for the sake of control or “for show,” the probability of failure remains extremely high.
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