Bad Managers Create Disgruntled Employees

Set a clear path to bring disgruntled employees back into the fold.

• Encourage me more. When we asked the unhappy 16% to name the skill they thought was most important for their boss to demonstrate, the top response was "Inspire and motivate others." Too often, managers take a negative tone with disgruntled employees. Expecting that efforts to motivate will be ignored, none are proffered, and the expectations become self-fulfilling but data suggest managers should take the opposite view: Work harder to inspire this group. Keep the conversation positive. Plan for, and expect the best, not the worst.
• Trust me more. It's probably not surprising that both parties — unhappy employee and bosses alike — distrust each other. The key to restoring trust is to operate with the belief that the other party can change. We encourage the manager to make the first move (cause that's your job) by making the effort to understand the employee's problems. Then, as both parties work on their relationship, they must strive for consistency —that is, the manager must strive to treat all employees equally, and both parties must strive to simply do what they say they will do. Over time, trust will grow.
• Take an interest in my development. If a person works hard and gets a pay check he has a job but if a person works hard, gets a pay check, and learns a new skill, she has a career. Career development should not be focused only on the high-potentials. As counterintuitive as it may seem, don't leave the underachievers out when distributing stretch assignments.
• Keep me in the loop. Communication is fundamentally a core management function, so this responsibility rests squarely with the managers. Great communicators do three things well. First, they share information and keep everyone well informed. Second, they ask good questions, inviting the opinions and views from others — all others. Third, they listen to everyone, not just the people they like.
• Be more honest with me. People want to know how they're really doing on the job — and the one's not in favour perhaps even more than the one's feeling the warm glow of approval. They want to know why they're falling short. They want a chance to improve. Too often, though, the bottom 16% feel their bosses are shirking their responsibility by not giving honest feedback, glossing over problems with comments like "You're coming along fine," when clearly they are not. Alarmingly, many reported promises being made ("if you finish this project on time then...") that were not kept. Honesty is the bedrock of good relationships.
• Connect with me more. Anything managers can to do improve their relationship with the disgruntled employees will have a significant positive influence. Here's where favoritism takes on its most concrete form: managers go to lunch more with people they like, our data show; they talk with them more socially (about children, sports, etc); they know them more personally. This is natural (and unprofessional), but so are the feelings of exclusion it creates among the less favoured. A small effort by managers to spread their attention around more broadly can go a long way here.

As a bad leader, your knee-jerk reaction to unfavoured (and disgruntled) employees is often — "It's their own fault!" Research shows this is not the case and that it is the result of shallow and unprofessional management, which begs the question "Who's managing the managers?"

Before you settle for letting your dissatisfied people go and cost your organisation thousands in employee turnover, take a moment to consider how these performers need and should be treated.

Milton Glaser: The Fear of Failure

A characteristic of artistic education is for people to tell you that you’re a genius. [...] So everybody gets this idea, if you go to art school, that you’re really a genius. Sadly, it isn’t true. Genius occurs very rarely. So the real embarrassing issue about failure is your own acknowledgement that you’re not a genius, that you’re not as good as you thought you were. [...] There’s only one solution: You must embrace failure. You must admit what is. You must find out what you’re capable of doing, and what you’re not capable of doing. That is the only way to deal with the issue of success and failure because otherwise you simply would never subject yourself to the possibility that you’re not as good as you want to be, hope to be, or as others think you are.” ~ Milton Glaser

Retro-Sexual Behavour on Facebook

As Facebook users have begun to skew older ”the website is now as popular with 30-, 40- and 50-somethings as with the college students who pioneered it”

They have found ways to reconnect with one another and who better to get in touch with than an old flame?

"Facebook makes it easier for you to take that first step of finding someone again," explains Rainer Romero-Canyas, a psychology research scientist at Columbia University. "It has finally provided a way for people to reach out to someone without fear of rejection." The Boston Phoenix even coined a term, retrosexuals, for people who are taking the plunge into recycled love.

"It was like opening a time capsule," says Drew Peterson, a 34-year-old former IT worker from Long Island, New York. Peterson's retro-sexual experience occurred a few years ago when he found his high school girlfriend on MySpace”

"You know, before it became the cyberghetto of the Internet." The two dated during junior and senior year of high school; the last time the two saw each other was on the day they graduated. Sixteen years later, they exchanged MySpace messages, and then Peterson flew from New York to San Francisco to see what had become of the woman who had once captured his teenage heart.

"I knew it wasn't going to turn out like some Jennifer Aniston romantic comedy," Peterson says. "I just wanted to see her again." The pair still got along, although this time just as friends.

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