Page 131 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

118B RE-ENGAGE

Good Manager . . . Bad Employer
It also happens that good managers compensate for the disengaging
effects of the culture or decisions made by senior leaders. Here are
some examples from the employees’ perspective:

: “This is a great place to work. The only area that lacks is the com-
munication between upper-level management and staff.”
: “As far as senior leaders are concerned, I have no trust for them. I
trust my immediate manager wholeheartedly. I don’t like the idea
of senior leaders in their offices who have no idea of the stress we
endure to keep the hospital running.”
: “My immediate supervisor is very good and does his best with the
power given to him. Senior leadership, on the other hand, needs to
pull their heads out of their back end!”
: “I have been through many changes at this hospital, but I do not
recommend it to my family and friends for anything but having a
baby. Our department is among the best. Our directors are dedi-
cated to their staff and go the extra mile to create a safe workplace
in spite of the bottom line. This becomes more difficult every day,
as they are pressured to reduce staffing and increase productivity. I
see them despair, because their nurses are tired and worn, and still
the company requires they cut back.”

Aligning and Engaging the Four Generations

We repeat: every person must be managed according to his
or her uniqueness. With that firmly in mind, we offer the
following general guidelines that experts on the genera-
tions consider to be valid for many, if not most, in each age
group: