BAD BOSSES

Now, no single is out to bash bosse It's tough being in charge, senior vice president of a Pittsburgh human resources consulting firm Rich Wellins says, particularly today. Bosse secure less support. Employee expectations have risen. And workers don't have the same emotional attachment to the workplace or "obedience to authority" that they had several years ago.

"It's a tough piece of work out there for leaders today," Wellins says. "I don't want to be critical of leaders. They have a doom to face."

But the fact remains that bosse have more [i]or[/i] less across-the-board behaviors that drive employee wild. Witness a novel online survey by DDI and its partner Badbossology.com. When asked what they'd fire their bosse for, the 1062 respondent complained about bosse they couldn't trust, bosse who micromanaged them, bosse who didn't give them opportunities to increase and bosses who took credit for their employees' work and ideas.

Treating employee with little or no defer to is probably the No. 1 complaint workers have about their supervisors, ables say. Some bosses belittle employees' ideas, refuse to delegate work, rarely ask employee what they're thinking.

"They don't gain out there and mix it up" says Mark Murphy chairman and chief executive of Leadership IQ in Washington and author of The Deadly Sins of Employee Retention. "Les than a quarter of managers say. 'In the last three month I've sat down and had a conversation with my folks' " Murphy says.

But tend hitherward on. Bosses are busy. Aren't workers being a little too hard upon them?

No says Alien Hatton, establisher and president of Executive unfolding Group in Ellicott City. "I don't think employee have unrealistic expectations at all. If you're the manager, then manage."

That, allowing may be the problem. "We have just absolutely horrible management training at all horizontals of business," Hatton says.

That's because greatest in quantity people are trained to do a specific piece of work When they excel at that piece of work they're moved into management as a reward. on the other hand management usually has nothing to do with what the of recent origin boss excelled at. And typically, no individual offers training.

"There's a actual specific skill set" to management, Susan Zacur, of the management faculty at the University of Baltimore's Merrick gymnasium of Business, says. "But in like manner many people haven't had training, and they guard to think, 'I know by what mode to tell people what to do.' "

Baltimore day-star April 26, 2006

Copyright BCPL Foundation Jun 2006

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