Page 130 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

The Real Job of Managers C117

: “I feel that the company is number one. However, I am not im-
pressed with their choice in management for my branch. This in-
dividual does not represent the company’s values, organization, or
leadership; therefore, I feel cheated.”
: “I don’t agree with my supervisor’s approach to management. But
I do not think that the whole firm can be blamed for the incompe-
tence of two or three people. I would still consider this place a great
place to work!”
: “Great company to work for. Just sometimes you get a really bad
manager. It’s hard to stay focused on the job and the team when the
manager is doing what he or she can to keep the team from work-
ing harmoniously.”
: “Our department will not grow or be a pleasant place to work if
the manager does not value his workers or coworkers, or if favorit-
ism rather than individual ability is used to promote someone. We
aren’t recognized by our manager when things are done above and
beyond our abilities. I think this department is very, very poorly
run. I see lots of other departments grow by having a good man-
ager who encourages team members to work together and have a
good work ethic. I don’t see it in my manager or department.”
: “The executive leadership team (CEO and all others) is wonder-
ful. There is a giant disconnect between their values and beliefs
and those of middle management.”
: “I feel the upper management does a terrific job, but I feel the
supervisors lack respect for people.”

These comments clearly illustrate that a good workplace must be
good on a daily, local level. That is, an employee may, in fact, work for
a company he or she views and experiences as a good place to work,
yet the employee’s overall willingness to perform at his or her best is
lessened by the toxic influence of a bad manager. Again, we can only
lament that many otherwise capable senior leaders continue to tolerate
these situations.