Recessions spur juvenile behavior in too many bosses

November 3, 11:17 AMJobs ExaminerEileen P. Gunn

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    What is it about tough times that make employers and managers suddenly doubt that the people working for them are grown-ups?

I was just reading a leadership blog from Harvard Business Online about fear, and how important it is to not let the people below you see your fear.  It seemed very born out of a command-and-control style of leadership and anachronistic to the way people expect to relate to colleagues and bosses in this day and age.

It read in part, “First and foremost, the leader needs to remain in control of himself and his team. Until told otherwise the manager must adopt the command position by knowing and acting on expectations for self and the team.”

Of course no one wants a boss who loses it when the pressure is on.  But neither do they want a boss who isn’t straight with them about the health and outlook of the company, department or team they toil for.  Nor do they want a leader who camouflages his or her thoughts and feelings to the point of being cold or inscrutable.    Ironically, the same blogger who calls for this outdated leadership style uses another entry to discuss how little faith workers have in their bosses.  He points to a survey that shows that half of all workers believe their bosses are incapable of running their companies, and that barely 40 percent believe their bosses are open to new ideas.

Does he not see the connection here?

People want to know where they stand and they want to know how healthy the company responsible for their paycheck might be. If something is wrong, they want to chance to contribute to fixing it.

In short, they want to be treated like grown-ups.

Ask any small business owner who has tried an open-books approach to management—that is, letting employees see the revenues, the costs, the profits, the cash flow and budget they allow for.  Those employees are better at driving revenues and keeping costs down than those kept in the dark.

Yes, you tell people things aren’t great, that they’re actually kind of bad, and they won’t be happy.  But they’ll value your honesty and in a few days they’ll mentally adjust and perhaps step up in unexpected ways. 

If you understand where you need to take your company or department or team as a result of this latest round of financial difficulties, the rank and file are more likely to support you if the understand why you’re doing what you are.  If you aren’t sure how to cut costs, improve cash flow or goose sales, well the staff might offer up some practical and effective ideas that you never would have thought of, but only if you give them the chance.

I think bosses should even be honest when they believe lay-offs are a possibility.  Sure there’s the chance that that those people who are most employable—the same people the boss doesn’t want to lose—might jump ship before he’s have the chance to push anyone overboard.  But those people might leave anyway if they are unhappy about being stuck with more responsibility but no more money after the lay-offs.

But infamously, the most insulting and belittling behavior happens when the lay-offs actually come around.  I don’t know how many tales I’ve heard of people being led directly from the HR office to the elevators, or who have barely had time to fill a box with stuff and get their coat before being escorted out by security.  

It sends the message that the company assumes that the first thing on this newly unemployed person’s mind isn’t calling her spouse, or doing a mental jog through her rolodex or inventorying how much debt and savings she has. No, instead, the company believes committing some random act of corporate sabotage will be top of mind.

It seems that too many companies don’t consider the possibility that even after the necessary break-up it might behoove them to try to stay friends.  Sounds fairly juvenile, doesn’t it?

I hope this tine around when employers have the choice between treating employees with honesty and dignity or being cagey, closed-mouthed and disrespectful, they’ll opt for the former.If they treat their employees like the grown-ups theya aer the might not have to blame the recession or the employees themselves for the bad morale they’re creating.

So come on Corporate America, grow up!
     

For More Information:

• Read the leadership blogs at Harvard Business Online

• See the survey on employees and their bosses.