Where Have All The Honest Managers Gone?

Copyright © 2007 The National Learningpay.
InstituteMy own research also throws up two other
I well remember as a young bank clerk manyfactors of note:
years ago, sitting at my desk one morning.- People join a company because of the
Around me were the sounds of hustle and bustleexcitement or enticement of an interesting job.
of a busy office - people were sipping their- People stay in a company because of the values
coffee (in those days it was instant!) opening thethey share with their fellow workers (assuming of
mail (ah, for the days before email!) and telling ofcourse, that they have good management).
the events of last evening or their trip to workSo, where does that leave today's managers?
that morning. As a morning person, it was myAnd, most importantly, what does it suggest for
best time of the day when I was at my mostcompanies who want to boost morale, increase
positive, creative and effective best, so I had myproductivity and decrease staff turnover?
head down and bum up. Time later for relaxing.I suggest there are three answers to this
Suddenly, the air was split with an earth shatteringquestion on which every employer should focus in
yell. My usually very quiet, reserved manager, hadthe relationship with his or her workers, whether
come out of his office, red in the face and yellinghe or she be the CEO or a new supervisor.
"Who did this?" Everyone stopped dead. When he1. Make sure pay and conditions are appropriate
recovered enough to tell us what the "this" was, Ifor the job and industry; and that they are fair
discovered to my horror that it was obviouslyand equitable. This removes one of the stumbling
something that I had done that had upset him.blocks to effective employee morale and
Apparently, I had made a blunder that wouldsatisfaction.
impact one of our best customers most2. Ensure that the job provides the employee
unfavourably. I very tentatively, put my hand upwith the ability to gain:
"Mm, mm, mm, me, Sir", I managed to stammer.- a sense of real achievement for the work that
"Into my office, now!" he replied.they do
By the time we had both sat down in his office,- recognition for what they achieve - regular
he had recovered his composure somewhat. To"thank you's" and notes of appreciation go a long
my great surprise, he started the conversationway
with "Bob, I really appreciate your honesty in- responsibility and even increased responsibility
admitting to this mistake. I am very disappointedfor what they do - make sure they are able to
that it has happened, but with some luck, we canmake decisions regarding their area of
probably correct it. Thank you for owning up toresponsibility without having to "upwardly
your mistake so readily".delegate"
That experience for me was bitter sweet and- from a job that has real interest and meaning
obviously long lasting. It certainly had a majorfor them
impact on my later mode of operating when I- advancement and development, either by way
became a manager. On the one hand, I wasof career progression, professional or personal
mortified to have made such a stupid mistake yetdevelopment.
on the other hand, I had really felt good andRemember, people join a company because of
upbeat about the way it had been handled. Ithe excitement of the job. It is up us as
thought of that experience as I read an article inmanagers to do whatever we can to keep that
the Herald Tribune this week (Jan 3, 2007) titledexcitement level high.
"2 of 5 bosses don't keep their word". The article3. Above all, be honest in what you say and do. A
reported on a soon to be released study in Thetrue manager's mantra should be "Do as I do",
Leadership Quarterly that found that by and large,not "Do as I say". People leave a company
many bosses today are dishonest with and aboutbecause of poor leadership and management. I
their workers. The study specifically pointed outhave found that people will accept mistakes if we
some damming evidence reported by workersare open about them. They will not accept cover
about the honesty of their bosses:ups. The foundation for effective leadership and
- 39% said their supervisors had failed to keepmanagement is honesty. These are qualities that
promises.everyone values.
- 37% said their supervisors had failed to giveSo, where have all the honest managers gone? I
credit when due.have no "amazing* research to provide the
- 31% said their supervisors had given them theanswers (although it would make an interesting
"silent treatment" in the past year.study). However, I will suggest that:
- 27% said their supervisors had made negative- Honesty, particularly in western society, is in
comments about them to other employees ordecline generally due to the emphasis on
managers.individualism not community. We have become a
- 24% said their supervisors had invaded their"Me too" society, where material and personal gain
privacy.are valued above the good of the community.
- 23% said their supervisors had blamed others toEvery day one reads in the press or hears on the
cover up mistakes or to minimise embarrassment.TV some new "revelation" about a cover up, lack
Florida State University, the authors of the report,of integrity, or just plain dishonesty that has led
suggest that such dishonesty creates problemsto yet another major commercial or international
for companies such as poor morale, lowerdisaster.
production and higher turnover. These results- Organisations, particularly since the late 80's,
confirm my own research in interviews and focushave spent an inordinate amount of time and
groups with managers and their employees overresources on boosting the job "satisfiers" (as
the last twenty years. I too found that the majorFrederick Herzberg called them) - pay and
reason why people leave an organisation isconditions at the expense of the true
because of poor management and leadership."motivators" - achievement, recognition,
People don't leave a company, they leave theirresponsibility, meaningful and interesting work, and
boss!growth and advancement. The result? When
What may surprise some readers is that thematerial gain becomes the all consuming and overt
Florida State study also confirmed many earliergoal pursued by organisations (such as maximum
studies about the relationship between pay andshareholder returns and exorbitant senior
turnover. It found that a good workingmanager benefits) over intrinsic basic human
environment is more important than pay and thatmotivators, managers will do almost anything to
"employees were more likely to leave if involved"cover their bums" so that their extrinsic rewards
in an abusive relationship than if dissatisfied withare maintained.