Monster.com Poll Results Say Most Workers Would Fire Their Boss–What Would Your Workers Say About You?

The results of a Monster.com poll revealed that more than three quarters of the workers who responded would vote their bosses out of their job. The poll results should be a wakeup call for all bosses.

Of the 2,411 responses, only 24 percent voted to keep their current boss. Twenty-five percent thought a colleague would make a better manager, 30 percent thought they could handle the job while 21 percent thought an outside candidate would do better.

Here are suggestions to bosses who suspect they would be booted out if their employees had their way.

Ask Your Employees Questions

Show that you value your employees’ input by asking them questions. Invite employee feedback, engage them in an open dialogue. Most employees want to contribute to how their jobs can be done more effectively. Make it easy and rewarding for them to do so.

Listen

It’s not enough to just ask employees questions. Employees, especially now, expect their ideas to be valued. They expect to have a say in how things are done in their jobs, and to be involved in the decisions that affect them. Companies must be open to employee ideas, ask employees what they believe they need to best do their jobs, and, most importantly, be responsive to employee input.

Don’t Punish Good Employees for Their Excellence

Managers will often load a particularly effective employee with more and more work just because–they’re good. Not only is that unfair, but you may very well break an otherwise dynamite employee.

The poll is an indication that there are lots of workers who don’t think their bosses are qualified for their positions or aren’t doing a good job. While lighthearted in some respects, bosses should take the results seriously. It means that many workers do not respect their bosses. Without respect, comes all sorts of worker-related problems: underachievement, low morale, increased employee turnover, reduced productivity and lots of office grumbling.

For Monster.com poll results: http://bit.ly/Wy4Cck.

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Management Success Tip #59: Want More Power and Effectiveness? Have The Courage To Be Vulnerable

Image courtesy of Ambro / FreeDigitalPhotos.net

One of the least talked about manager assets is courage. It takes courage to be a fine manager, and I’m not talking about the courage to take risks, although that too is important. I’m talking about the courage to be vulnerable.

Vulnerable? That’s for wusses. Sissies. Immature people. Big girls/boys don’t cry, right? Well they do, but that’s not the vulnerability at issue here. The vulnerability I’m referring to is the courage to openly ask for feedback when it is likely that some of that feedback will be negative.

Yikes! What a dreadful thought. Why would anyone want to put themselves in the line of fire?

Because such deliberate vulnerability not only increases your credibility, it increases your power and effectiveness.

Amgen CEO Kevin Sharer, a highly successful and respected industry leader, is known to ask each of his top 75 executives, “What should I do differently?” and then to share his development needs and commitment publicly with them. That takes tremendous courage! It is his vulnerability, his willingness to accept whatever feedback he receives—the good, the bad, the ugly—that elevates him from the rank of ordinary leader to that of exceptional leader.

What you then do with the feedback is, of course, equally important. Vulnerability is not to be confused with self-flagellation. The idea is to take the negative feedback and make meaningful changes.

Be courageous. Be vulnerable. You’ll be more powerful.

Management Success Tip #58: Beat The 70% Change-Failure Rate!

Successful Change

Image courtesy of Stuart Miles / FreeDigitalPhotos.net

If you walked into work one day, and found your office was now on a different floor, around the corner, you’d be upset. If you called a team meeting and discovered that four of your usual ten-person team had been replaced with four newbies you’d never met, you’d be more than upset, you’d be angry and worried. And if you came in and found that your parking place had been reassigned, regardless of where to, you’d be one cranky person.

Yet that’s what your employees are faced with, regularly. Oh, not the exact situations, but the essence of them: namely, unannounced, unsolicited change in which they had no say.

Granted, you’re the boss, whether it’s of your department, shop, or company, and you certainly have the right to make changes. But there are reasons why, according to research by McKinsey & Company, about 70% of all changes in all organizations fail, and that this abysmal rate has remained stable over the past 20 years, costing companies substantial waste of dollars and effort. And one of the reasons for it is failure to ask the very people involved in the change for their input and feedback before the change is implemented.

Too often, change is dictated from the top with the expectation that employees, being paid as they are to do a job, should simply go along with the change. But employees are human beings before they are employees, and one thing most human beings heartily dislike and resist – is change.

If you want your employees to adopt whatever change you are contemplating, if it involves them either directly or indirectly, talk with your employees about the change being considered before putting it in play.  Talk with them about the why, the where, the when and the how of it. Ask for employee opinions, thoughts, worries, fears, all of it. Incorporate what comes out of those discussions into the final form of the change.

Your change, big or small, will have far greater chances of success.

Management Success Tip #57: A Secret Employee Motivator: Walk Your Talk!

A Secret Employee Motivator: Walk Your Talk!

Image courtesy of Ambro / FreeDigitalPhotos.net

You remember that awful day when your kid brought you up short with “Why should I? You don’t do it.” It doesn’t matter that the subject was less than earth-shattering: putting a dish directly into the dishwasher rather than into the sink, nor that your excuse was a perfectly valid one: “I only leave my breakfast things in the sink when I’m late to work!” you’d been found out. Your child suddenly had – at least in their mind – little reason to do what you asked, since what they were looking at, was what you do.

The same is true of your employees, staff or anyone else who works with or for you. They pay a great deal more attention to what you do than to what you say.  When what you do doesn’t match up with what you ask of them, your employees become reluctant, if not downright averse, to doing what you ask.

For example, you ask your employees to be prompt in coming to meetings, and to come prepared. You, however, fly in five minutes after the meeting was to have started, your files in disarray, or worse, ask: “Now remind me what our objectives were for today’s meeting?”

Just because you’re the boss doesn’t absolve you of the responsibility to be on time and prepared. On the contrary, the higher up the food chain you are, the better example you must set. It’s not just good policy, it’s superior motivation.

When your employees see you toe the line in the same way you require of them, they are far more willing to perform at that level.