Last week in INC. magazine, there was an article titled: Jerk Alert: The Real Cost of Bad Bosses.
In this article, the author stated:
· 65% of employees say they’d take a new boss over a raise.
· Three out of every four employees report that their boss is the worst and most stressful part of their job.
· Bad bosses not only make employees unhappy—they make workers unhealthy as well.
Also, in a study of 30,000 managers, employees cited five top flaws of what bad bosses fail to do.
1. Fail to inspire
2. Accepts mediocrity
3. Lacks clear vision and direction
4. Unable to collaborate and be a team player
5. Fails to walk the talk.
Why aren’t these people fired and who condones this type of leadership?
Ethically speaking how can a company keep these bosses who can cause morale issues, ethics issues, productivity issues, compliance issues and employee turnover?
What is the “cost” of keeping these “bad” bosses. They have to know that they are ineffective and yet keeping them says what?
There are enough issues to deal with in a company, without keeping bosses that tend to be a “cancer” growing. Aren’t we in a “preventative maintenance” mode in healthcare, then why not in companies?
Be preventative with this issue. Either fire them or retrain them.
Like you, business ethics and ethical leadership expert, Frank Bucaro has seen the challenges and problems of corporate leadership, particularly over the past few years in regards to poor decision-making, SEC violations, and record breaking financial settlements in a number of different industries.
With over two decades of executive training, speaking, writing and with real life experiences, his view and approach to ethics in the workplace is uniquely different. He emphasizes that ethics is a moment-to-moment choice and has little to do with position, titles, personalities or education. Ethics is everybody’s responsibility from the top down.
His goal is to help organizations to:
a. Strengthen their ethics training initiatives in order to significantly decrease the odds of an ethical/compliance violation.
b. Energize, train and motivate employees to understand the value of consistent “high road” behavior as a business advantage.
c. Support individuals and thereby the organization by contributing to its success by quality, ongoing values based leadership development.
Frank is known for his very practical, slightly irreverent, yet somewhat humorous approach to ethics and leadership development. His conversational style and real life stories connect with his audience in a personal, intense and practical level.
Companies such as Bayer Healthcare, BP, ReMax International, EnMax Energy, Danone, etc. have partnered with Frank when they want to proactively stress the message, tools, insights and practical applications that good ethics IS good for business!