Frank is a new supervisor who wants to do well. Maria consistently comes in late. When he confronts her, she makes a joke out of it.
Hoping to win friendship and loyalty, Frank is painfully patient with her, but Pat, a conscientious employee, urges him to do more. Soon others begin to come in late, and Pat quits. Frank feels victimized, but he has no one to blame but himself.
A common management strategy to spur achievement is to set aggressive performance objectives that, like the mechanical rabbits that pace racing greyhounds, push employees to maximum effort. Using “stretch goals” can be successful, but unreasonably high performance goals often spawn dishonesty and irresponsibility.
Why are negative management practices so prevalent?
They include yelling, cursing, insults (sometimes masked in sarcasm or masquerading as jokes), criticizing subordinates in front of others, threatening demotion or termination, and talking to adults as if they were children.
Toxic leaders are a widespread issue plaguing employees and organizations across various industries. A 2023 survey found that 87 percent of professionals have had at least one toxic boss during their careers, with 30 percent encountering more than one. Another survey found that 24 percent of employees are currently working under the worst boss they’ve ever had.
These individuals can be found at all levels of leadership, from first-time supervisors to CEOs.
Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.
A majority of American workers right now are not feeling very motivated on the job, a new survey suggests.
Management experts often encourage business leaders to motivate employees by empowering them. The idea is that when workers are free to make decisions and manage their workday, they become more motivated, perform better, and work more creatively.
Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.
U.S. workers have been at the forefront of three big trends in recent months.
First, there was the “great resignation,” in which record numbers of workers were quitting their jobs. That coincided with a flurry of unionizing efforts at major U.S. companies, including Starbucks and Apple. Most recently, you’ve probably heard about “quiet quitting,” an often-misunderstood phrase that can mean either doing your job’s bare minimum or just not striving to overachieve.
Lately I’ve been spending a lot of time consulting with large companies concerned with strengthening their ethical culture.
Although I’m sure the leaders I work with care about ethics and virtue for their own sake, I know the driving force to seek outside assistance is self-interest. The risk of reputation-damaging and resource-draining charges resulting from improper conduct is so high that it’s a matter of prudence and responsible stewardship to stress ethical values and moral principles.
Modern managers often utter clichés about wanting employees to “think outside the box,” take risks, and be creative. And while I’m sure companies do appreciate break-through innovative ideas that increase profits, productivity, or quality, the fact is that most organizations are inhospitable to those who challenge old ways of doing things, even practices that are inefficient, useless, or counterproductive.
