Bad Managers Are Costing You 73 Of Your Employee Productivity

Writen by Amy Potavin

This may come as a surprise but it is, unfortunately, the reality. According to a recent Gallup study, only 29% of the workers polled were actively engaged in their work. And what, you're probably asking, exactly IS employee engagement? That is a very good question, and simply stated, it is the level of connection your employee has with you, your company, and the work you have him perform.

The really scary information about this poll is the fact that a full 59% of the workers polled by Gallup stated that they were simply sleepwalking through their day. They were showing up to work to put in their time, but felt no connection with their companies, and therefore no remorse over the fact that they were not performing to their full ability.

On top of that, 14% of the workers polled actually said that they were not only unhappy in their jobs, but that they were ACTIVELY WORKING TO SABOTAGE the efforts of their colleagues. These workers are actually showing up to work just to COST YOU MONEY!

So, why is this happening? Well, according to Gallup studies, a full 84% of people polled stated that they believe business executives have, at best, mediocre ethical standards (rating just above politicians, car salesmen and telemarketers.) In addition, 20% of people polled were dissatisfied with their immediate, front line supervisor.

So it seems that the largest problem, by far, is BAD MANAGERS AND SUPERVISORS. Now it's your job to go find them. To assist you in this quest, I have assembled a list of the most common culprits. I guarantee you, there will be at least one of these characters floating around your workplace.

ARE YOU READY TO RUMBLE???

First up on the list is, of course, the "Bully." We all remember this person from school, if not from the desk right next to us. This manager is loud, obnoxious, over-bearing, often angry, and leads only through intimidation. The "Bully" has no respect for you, or your employees.

This creates an atmosphere of fear and suspicion. Your employees do not know where they stand, and are probably spending more time trying to cover their tracks (simply to avoid getting yelled at) then performing meaningful work for your organization.

E=mc2

Although the hallowed halls of science have a place for the "Professor," the speed of business does not allow for such analysis paralysis. This manager simply can not make a decision unless ALL facts are accounted for and unless ALL the information is perfect. It is impossible for the "Professor" to trust anyone other then himself. Therefore, he forces your employees to re-do their work over, and over, and over.

This does absolutely nothing except demotivate your employees. They loose their autonomy and creativity. Worse still, your employees begin to loose faith in their own abilities because they can not seem to get anything right for this manager. The question your employees start to ask themselves is "Why am I even trying? I'm just going to have to do it over anyway!"

YEE HAH!!! IT'S THE WILD, WILD, WEST!!!

Yessir, ladies and gentlemen; it's the "Gunslinger." As the name might suggest, this manager shoots from the hip, and once you are in his sights, your days are numbered. This manager shoots to kill based only on gut reactions; without regard to the consequences, or to the facts at hand. Interestingly, this manager also ACTIVELY seek out evidence to support his gut reactions, whether or not his opinion is correct.

The problem with this manager is that your employees never now who is next in his sights; so they have absolutely no sense of stability. Therefore, your employees are more apt to be working the rumor mill, rather than their actual work, just so that they can create some sense of stability.

I WANNA BE A REAL LIVE BOY!

The favorite expression for this manager is "He's the Boss!" therefore earning this manager the title of the "Puppet." Typically, this manager is subservient to the "Gunslinger" or the "Bully" but can be subservient to anyone in authority if he is actually wimp enough.

The sad fact for this manager is that he will ATTEMPT to make their opinions and observations known, but will unfailingly back down in the face of righteous confrontation. This creates distrust and uncertainty among your employees because this manager will SPEAK what he thinks, but will DO what the boss wants, whether or not he agrees. Therefore, your employees, again, do not know where they stand and will spend time, and energy, trying to figure that out rather than working.

GOT BAIT???

The "Worm" is the hardest to find, and probably one of the most dangerous. This manager is an expert manipulator and rises up through the ranks not through their own expertise and good works, but rather through the alliances they make. Unfortunately, those alliances are usually made through personal connections; such as being friends with the boss' wife.

This manager will have literally wormed their way into every faction of your organization. And because the alliances ARE personal in nature, the entire management team will have lost their ability to be objective about the "Worm's" talents, abilities, and contributions; leaving you all vulnerable to the "Worm's" manipulations.

Unfortunately for you, your employees are smart. You see, the truly dangerous aspect of this manager is the fact that your employees SEE THAT YOU ARE BEING MANIPULATED!!! So, why on earth would they want to follow a leader who can so easily be lead astray? The answer is simply, they DON'T; and they WON'T follow you. Oh, they will show up and collect their checks, but their energies, ambitions, creativity, and innovations will be spent elsewhere.

THE GREATEST SHOW ON EARTH!!!

Welcome to the big tent because this is the domain of the "Ringmaster." This manager is the diva of the corporate world and believes that EVERYTHING centers on him. Because of this, the "Ringmaster" simply can not tolerate competition in any form; even if it comes in the form of the success of one of his subordinates. Rather than see a colleague or subordinate successful (aka competitor) this manager will sabotage that worker's efforts; even if it means sacrificing that employee.

Unfortunately, this creates a sense of drama, distrust, and anger among your employees. They see that there work is sabotaged, or outright stolen, and are instantly demotivated. Instead of trying again to get their inspirations and ideas in the spotlight, your workers will simply shut down and begin operating on auto-pilot.

WHO'S ON FIRST???

This manager could have given Lou Costello a run for his money. The "Clown" has truly been promoted to the maximum level of his incompetence. The sad truth about this manager is that he could not lead a group of people out of a paper bag with two hands and a flashlight!

Your employees need (and will) only ask one question: "WHY?"

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Now that you have identified the culprits, you need to determine are these qualities the predominant qualities of your managers? If so, then you have some hard decisions to make about your management team, and some drastic actions to take. Are you ready to do anything about your bad managers?

The simple fact is that most people (84% of people polled in fact) believe that you will do NOTHING! That is why most people do not have faith in the ethical standards of business executives. And though it might be easier for you to avoid the confrontation and the disruption a change in managers will cause, doing nothing will only serve to compound and validate the majority opinion.

The bottom line is can you afford to loose 73% of your employee's productivity? What do you think your stakeholders would say?

Then what are you going to do about it?

(c) 2006 Amy M. Potavin

For more statistical information, see the Gallup Study at http://gmj.gallup.com/content/default.aspx?ci=20770&pg=1.

Ms. Potavin is a talented manager with over 15 years of experience and an entrepreneurial spirit. She assists managers, executives and entrepreneurs gain success through professional coaching, management consulting, e-learning, and training. Her business provides the means that allow you to discover your hidden talents inspiring you to live purposefully, and to succeed in your professional and personal life. Visit Amy at http://www.believe-network.com

How To Use Humor To Diffuse Conflict

Writen by Carla Rieger

Before I criticize someone, I walk a mile in their moccasins. That way, if they get mad, they're a mile away and barefoot.

Humor used the right way at the right time can be just what you need to diffuse a conflict at work. The credit industry is full of great opportunities to disarm negativity. Diffusing a tense situation can help all parties involved find a mutually satisfying solution more quickly. The trick is to put water, not fuel on the fire. A compassionate and benevolent intention go a long way to choosing the right thing to say. The secret of most good communicators is to choose a playful response in the face of challenge -- not a personal put down, but a response that pokes fun at the situation.

Read the short stories below from other work environments, and then feel free to submit your story (or one you heard).

Paint Department

I client of mine was working at a major home improvement store in the paint department. When customers have complaints, paint is the last place you want to be, since they usually discover a problem after they have already spread it on their wall. And special colors are not accepted for return. One customer got so upset at the man that he said, "You can take this paint and shove it up your ass!" The man responded, "I'm sorry sir, you're the third person to say that today so I'm all full of paint, but I'll be open for more tomorrow." The customer laughed and they were able to move on. (contributed by Stevie Ray)

Office Manager

This email was from my office manager who was taking care of my business while I was on vacation:

Dear Elaine – I am sorry for the delay in returning your email. I had to go with the police when they apprehended the man in the ski mask trying to steal your bank deposit. My broken arm should be healed within six weeks. Also, my son got his cute little hands on one of those permanent markers when I left him in the waiting room. The place kind of needed a paint job, though – don't you think? You'll be pleased to know that we decided on hot pink in your absence. The painters will be done later today and it only cost $2000 because they are high school students. See you soon, Jeannette. P.S. There was no armed robbery, or broken arm or hot pink paint job. But, I did forget to do the bank deposit and need Friday off again....so I just wanted to make sure you kept it all in perspective. (contributed by Elaine Robinson)

Time Deadline

Our manager was pushing the IT technician to fix a huge computer breakdown in under half a day. The technician was getting frustrated at the unreasonable request, but rather than push back with resistance, he said, "Actually, I only need two hours. The other two I'll be using to cure world hunger." They both laughed and the manager mellowed out. (contributed by Linda Johnson)

Smaller Budget

A client kept returning our budget proposal saying it needed to be smaller. No matter how much trimming we did, the client kept pushing for "Smaller, smaller!" I finally took the proposal to a copier and had it reduced to two inches in size. I sent it to the client and said, "This is about as small as I can make it. Tell me what you think." He called me saying it got a huge laugh in his office and that he would now accept the proposal as soon as he could find his magnifying glass. (contributed by Frank Freedman)

Super Size Urn

A funeral director was helping a grieving widow choose an urn for her husband's ashes. Her husband was a man who enjoyed the finer things in life; he had a hearty build; a rotund, Santa-like exterior. The funeral director was trying to find a diplomatic way to tell her that the urn size should be extra-large. When she inquired as to the selection available, he simply said small, medium, large and Super Size. She looked up and there was a brief pause. Not knowing what to do, he said…."and today Super Size is only fifty cents more". She replied somberly, "Wilbur always went for Super Size." There was another pause – and then they both laughed. She later told him that little encounter really helped her release the stress of the situation. (contributed by Vanessa Miller)

Have you ever used to humor to diffuse tension, disarm negativity, or build rapport at work? We want your stories. Please send them to the email address below and you will receive a free eBook.

Carla Rieger is an expert on creative people skills at work. If you want a motivational speaker, trainer, or leadership coach to help you stay on the creative edge, contact Carla Rieger.

Web site: http://www.carlarieger.com
Tel: 1-866-294-2988
Email carla@carlarieger.com

The Seven Cs Partnership Danger Signs The 4th C Cumulative Money Problems

Writen by Dorene Lehavi

A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.

The 4th C: CUMULATIVE MONEY PROBLEMS

Conflicts over money are very high on the list of reasons that 70% of business partnerships fail. I'm not referring necessarily to lack of money. The damage to business partnerships stem from the fact that each of us have different attitudes about money and therefore handle it in different ways.

The most hopeful scenario is that differences have been discussed openly at the outset of the partnership and are continually a topic reviewed with level heads.

Most often that is not the case. Here is a sample list of the types of problems businesses run into around money where partners can have very opposing views:

• financial risk taking

• collections

• investment of profits

• family involvement on acquisitions

• under-capitalization/ involving outside investors

• perceived inequality in remuneration of each partner based on each one's view of each other's work and responsibility

• hiring and salaries of employees

• investments in outside experts to train, coach, market, etc.

The money issues in business that accumulate over the course of time are based on many factors, some personal, some internal to the business and some on outside forces beyond anyone's control.

Bill and Vincent were investing in a new business. Vincent was unemployed with limited funds, so at the outset Bill did the financing. There was growing tension between them because of this. Bill felt he had more right to make decisions. He also had a subtle way of belittling Vincent because of it. How could such interaction be a good basis for a new business?

They were wise enough to seek coaching, during which I helped Vincent spell out the behavior that was not obvious to Bill. Vincent on his own was too uncomfortable to communicate clearly how he was feeling. When it was out in the open in our coaching sessions they were able to make some changes so Vincent was able to contribute more in ways that made him feel respected. They also set some goals and deadlines for adjustments in the financial contributions.

Open communication in this scenario prevented problems from escalating into major conflict which could have ultimately ended the partnership.

Partnership agreements can go a long way to spell out how money decisions will be made. However, partnership agreements are not very efficient in predicting how personalities will react in various unforeseen situations and crises.

Protect your partnership as much as possible. Choose your partner wisely. Choose your business wisely. Engage a coach early in the process. Here are some of the ways it will pay a high return on your investment:

• make sure partners are on the same page and well suited

• discuss important issues unique to you for the partnership agreement

• improve communication and as a result focus on the smooth functioning of the business instead of on personality issues

• better and more efficient decision making and problem solving

• greater commitment to the end result and less time wasted in disagreements and problems

• more pleasant atmosphere carried over to employees, clients and vendors

• devoted employees

• better service resulting in increased bottom line

Do you have a challenge around your business partnership or any other type of partnership? Give me a call or send an email. I offer a complimentary coaching session so you can find out if it's the right vehicle for you to move to the next level in your business and relationships.

About The Author

Dorene Lehavi, Ph.D. is principal of Next Level Business and Professional Coaching. She coaches Professionals and Business Partners and teaches teleclasses on techniques to break through barriers to the next level. Dr. Lehavi offers a complimentary coaching session so you can experience how coaching can work for you. Contact Dr. Lehavi at Dorene@CoachingforYourNextLevel.com or on the web at Http://www.CoachingforYourNextLevel.com. Subscribe to Mastering Your Next Level monthly e-newsletter at http://www.coachingforyournextlevel.com/newsletter.html

dorene@nextlevelpartnership.com