Bosses at all levels recognize that unhappy workers eventually can turn the tables on their employers in any number of ways. Most commonly they simply “fire their boss” and leave. Or they may choose to seek out a union for protection. Some may bring lawsuits over adverse employment actions such as a loss of an expected promotion or raise. Proactive employers train their managers to supervise well and work to create a culture and work environment that is supportive of employees.

Of the many actions and practices that can cause worker angst, taking advantage of good workers probably ranks up there as one of the worst supervisory mistakes. So how does a boss take advantage of a good worker? When the supervisor sees a worker who is productive and has a good attitude toward work, the supervisor naturally, but quite unfairly, decides to use that worker to achieve even more. In doing so the boss gives the mediocre worker(s) a pass. It eventually destroys the good worker and leaves the mediocre and poor worker(s) to remain, doing just enough to hold onto their jobs.

Writer Sienna Beard’s article in CheatSheet gives five examples geared toward the employee being taken advantage of. These five situations also provide the boss clear signs that his or her management style may require some adjustment. So, bosses, maybe it’s time for some reflection. Ask yourself these questions:

Do you expect or encourage certain employees to consistently work extended hours?  

By definition, exempt employees are expected to get the work done. Non-exempt employees get paid for hours worked, including overtime. Exempt employees that are consistently expected to take work home, or hourly workers told unexpectedly told they have to work into the next shift or on weekends, will sooner or later tire of it. Bosses should expect those employees to burn out and leave or, even worse, deliberately begin to produce less without leaving.

Is the employee doing more than one job?

Since the start of the Great Recession, employers have downsized their workforces and discovered that since they can do more with less they do not have to hire more help. The boss thinks the operation has found greater efficiencies. But from the worker’s perspective, he or she was hired to do one job and is now doing someone else’s job too. Keep that situation in place long enough and again you will get burnout and quitting, or slacking. Either way, the once-productive worker is lost.

Do you expect your employees to be “besties” with you and all employees?

This one is less obvious, but a boss that expects workers to regularly socialize together outside of work hours, or one that wants personal information shared in the spirit of friendship, creates special pressures on a worker. These situations can quickly be perceived as inappropriate and, if pushed hard enough, just plain creepy. Bosses needs to make sure social interactions are voluntary among workers and kept at a reasonable level.

Do you never express any appreciation for the work being done?

Though it is natural for bosses to display different levels of open appreciation for work being done well, there is a problem if a boss constantly lays on the work with no expressions of appreciation or, worse yet, expresses displeasure with any part of the work. If the worker is that bad and isn’t getting better, why is that person still employed? But if the work is satisfactory or better, and the boss never expresses a word of appreciation, it will de-motivate any worker, even the most motivated one.

Do you fail to follow through on commitments or promises to workers?

A boss who promises to do something and never follows through, fails to communicate important information or, worse yet, does not follow stated company policy, is begging for a problem.

Ms. Beard acknowledges that bosses are human, so they can forget or get busy. But if promises of performance reviews are forgotten and statements of coming opportunities are never followed up on, workers will see the boss as unreliable at best and a cheat at worst. The result will eventually be the worker firing the boss, i.e., the loss of a once-productive employee. And, again, most likely leaving behind the slackers.

ASE provides a host of leadership development courses that teach supervisory principles that get the most out of both workers and supervisors. For more information on ASE’s leadership development programs, contact ASE’s Talent Development Services Group at (248) 353-4500.

Source: CheatSheet 9/24/14