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February
6, 2007:
What Employees Want In A Manager II
Interview
with Terry R. Bacon, author of What
People Want
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Mike
Carruthers:
A
lot of managers are lousy at their job and the process of promoting
managers is a big part of the problem.
Terry Bacon:
A lot of managers are promoted because they're very
good technically at what they do - and they're so good technically,
they're promoted into positions of management, often without having
a real aptitude for people and usually without any real good training
on how to manage people.
Terry Bacon,
author of the book What
People Want, says the perfect example is the super salesman
who gets promoted and is a horrible sales manager.
You know there
is only about sixteen percent of people who really get it about
other people. So, if you look at how many people are people
persons, it's a fairly small percentage of the population. And
when you look at even the business schools and courses that
companies offer to new managers, a lot of that is focused on
task management and scheduling and prioritizing and planning;
it's not really focused on the people themselves.
Retaining good
workers is and will be an important goal for businesses and
interestingly…
Some retention
studies have shown that about seventy percent of the reasons
why people leave a company are related to the boss. And they
say either, "The boss didn't challenge me", or "The
boss was a jerk." And Harvard Business Review just published
a article that said that most people would rather work for a
lovable fool than a competent jerk. They want to work for people
that are good to work for even if they're a lovable fool, that's
better than a competent jerk.
At somethingyoushouldknow.net
I'm Mike Carruthers and that's Something You Should Know.
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