> Hi,
>
> Read this, think over and see if you fit in either as an employee (or) as
> a Boss !!
>
> When Bad Bosses Happen To Good People
>
> Early this year, Arun, an old friend who is a senior software designer,
> got an offer from a prestigious international firm to work in its India
> operations developing a specialised software. He was thrilled by the
> offer. He had heard a lot about the CEO of this company, a charismatic
> man
> often quoted in the business press for his visionary attitude. The
> salary
> was great. The company had all the right systems in place -
> employee-friendly human resources (HR) policies, a spanking new office,
> the very best technology, even a canteen that served superb food. Twice
> Arun was sent abroad for training. "My learning curve is the sharpest
> it's
> ever been," he said soon after he joined. "It's a real high working
> with
> such cutting edge technology."
>
> Last week, less than eight months after he joined, Arun walked out of
> the
> job. He has no other offer in hand but he said he couldn't take it
> anymore. Nor, apparently, could several other people in his department
> who
> have also quit recently. The CEO is distressed about the high employee
> turnover. He's distressed about the money he's spent in training them.
> He's distressed because he can't figure out what happened.
>
> Why did this talented employee leave despite a top salary? Arun quit
> for
> the same reason that drives many good people away. The answer lies in
> one
> of the largest studies undertaken by the Gallup Organisation. The study
> surveyed over a million employees and 80,000 managers and was published
> in
> a book called First Break All The Rules. It came up with this
> surprising
> finding: If you're losing good people, look to their immediate
> supervisor.
> More than any other single reason, he is the reason people stay and
> thrive
> in an organisation. And he's the reason why they quit, taking their
> knowledge,
> experience and contacts with them. Often, straight to the competition.
>
> "People leave managers not companies," write the authors Marcus
> Buckingham
> and Curt Coffman. "So much money has been thrown at the challenge of
> keeping good people - in the form of better pay, better perks and
> better
> training - when, in the end, turnover is mostly a manager issue." If
> you
> have a turnover problem, look first to your managers. Are they driving
> people away? Beyond a point, an employee's primary need has less to do
> with money, and more to do with how he's treated and how valued he
> feels.
> Much of this depends directly on the immediate manager. And yet, bad
> bosses seem to happen to good people everywhere. A Fortune magazine
> survey
> some years ago found that nearly 75 per cent of employees have suffered
> at
> the hands of difficult superiors. You can leave one job to find - you
> guessed it, another wolf in a pin-stripe suit in the next one.
>
> Of all the workplace stressors, a bad boss is possibly the worst,
> directly
> impacting the emotional health and productivity of employees. Here are
> some all-too common tales from the battlefield: Dev, an engineer, still
> shudders as he recalls the almost daily firings his boss subjected him
> to,
> usually in front of his subordinates. His boss emasculated him with
> personal, insulting remarks. In the face of such rage, Dev completely
> lost
> the courage to speak up. But when he reached home depressed, he poured
> himself a few drinks, and magically, became as abusive as the boss
> himself. Only, it would come out on his wife and children. Not only was
> his work life in the doldrums, his marriage began cracking up too.
> Another
> employee Rajat recalls the Chinese torture his boss put him through
> after
> a minor disagreement. He cut him off completely. He bypassed him in any
> decision that needed to be taken. "He stopped sending me any papers or
> files," says Rajat. "It was humiliating sitting at an empty table. I
> knew
> nothing and no one told me anything." Unable to bear this corporate
> Siberia, he finally quit.
>
> HR experts say that of all the abuses, employees find public
> humiliation
> the most intolerable. The first time, an employee may not leave, but a
> thought has been planted. The second time, that thought gets
> strengthened.
> The third time, he starts looking for another job. When people cannot
> retort openly in anger, they do so by passive aggression. By digging
> their
> heels in and slowing down. By doing only what they are told to do and
> no
> more. By omitting to give the boss crucial information. Dev says: "If
> you
> work for a
jerk, you basically want to get him into trouble. You don't
> have your heart and soul in the job."
>
> Different managers can stress out employees in different ways - by
> being
> too controlling, too suspicious, too pushy, too critical, too
> nit-picky.
> But they forget that workers are not fixed assets, they are free
> agents.
> When this goes on too long, an employee will quit - often over a
> seemingly
> trivial issue.
>
> It isn't the 100th blow that knocks a good man down. It's the 99 that
> went
> before. And while it's true that people leave jobs for all kinds of
> reasons - for better opportunities or for circumstantial reasons, many
> who
> leave would have stayed - had it not been for one man constantly
> telling
> them, as Arun's boss did: "You are dispensable. I can find dozens like
> you."
>
> While it seems like there are plenty of other fish especially in
> today's
> waters, consider for a moment the cost of losing a talented employee.
> There's the cost of finding a replacement. The cost of training the
> replacement. The cost of not having someone to do the job in the
> meantime.
> The loss of clients and contacts the person had with the industry. The
> loss of morale in co-workers. The loss of trade secrets this person may
> now share with others.
>
> Plus, of course, the loss of the company's reputation. Every person who
> leaves a corporation then becomes its ambassador, for better or for
> worse.
> We all know of large IT companies that people would love to join and
> large
> television companies few want to go near. In both cases, former
> employees
> have left to tell their tales.
>
> "Any company trying to compete must figure out a way to engage the mind
> of
> every employee," Jack Welch of GE once said. Much of a company's value
> lies "between the ears of its employees". If it's bleeding talent, it's
> bleeding value. Unfortunately, many senior executives busy travelling
> the
> world, signing new deals and developing a vision for the company, have
> little idea of what may be going on at home. That deep within an
> organisation that otherwise does all the right things, one man could be
> driving its best people away.
>
> So, if u r a Boss and doing this mistake, rectify. If u r an employee
> think over and decide upon !!??