The Real Cause of Business Management Failure is More about Ethics than Skills
The Real Cause of Business Management Failure is More about Ethics than Skills
An organization is a group of people working together to achieve shared goals. Everyone should have the same high ethics and values respective to each other, the customers, the vendors and even the community. However, when supervisory or higher employees continually demonstrate negative values and ethics, the organization’s performance suffers from the bottom up.
Unfortunately, many of these same organizations believe the answer for these employee related issues is improved training for their employees and waste thousands of dollars focusing on the symptom instead of the problem. These organizations are living Einstein’s’ definition of insanity (doing the same thing over and over again hoping for different results) on a daily basis
Florida State University just released a study (January 2007) of more than 700 people within a variety of industries and at different employment levels revealed some interesting facts:
1.Almost two out of five bosses (39%) fail to keep their word.
2.One in four supervisors (27%) insulted those they supervised to fellow co-workers.
3.One in five (23%) blamed others for their mistakes.
4.Almost one in three (31%) used the “silent treatment” to show displeasure.
All of these behaviors demonstrate that these bosses lacked personal values and personal ethics. This lack of ethical behavior may be attributed to top management because upper management has probably modeled the same behaviors. Finally, there is probably no core values adopted by the organization within the strategic plan. Even if there is a values statement, it is much more for show.
If you organization is having some retention issues, poor morale and lackluster performance, then consider revisiting your strategic plan specific to your company's core values. The old adage "Do as I say and not as I do" is not a sound strategy if you are truly trying to growth your department, your business and even yourself.
The Real Cause of Business Management Failure is More about Ethics than Skills - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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Bad bosses, poor supervisors, inept managers create negative impact on the bottom line including less production, higher turnover and increased operating costs. These individuals all share one common trait – poor business ethics and values.
An organization is a group of people working together to achieve shared goals. Everyone should have the same high ethics and values respective to each other, the customers, the vendors and even the community. However, when supervisory or higher employees continually demonstrate negative values and ethics, the organization’s performance suffers from the bottom up.
Unfortunately, many of these same organizations believe the answer for these employee related issues is improved training for their employees and waste thousands of dollars focusing on the symptom instead of the problem. These organizations are living Einstein’s’ definition of insanity (doing the same thing over and over again hoping for different results) on a daily basis
Florida State University just released a study (January 2007) of more than 700 people within a variety of industries and at different employment levels revealed some interesting facts:
1.Almost two out of five bosses (39%) fail to keep their word.
2.One in four supervisors (27%) insulted those they supervised to fellow co-workers.
3.One in five (23%) blamed others for their mistakes.
4.Almost one in three (31%) used the “silent treatment” to show displeasure.
All of these behaviors demonstrate that these bosses lacked personal values and personal ethics. This lack of ethical behavior may be attributed to top management because upper management has probably modeled the same behaviors. Finally, there is probably no core values adopted by the organization within the strategic plan. Even if there is a values statement, it is much more for show.
If you organization is having some retention issues, poor morale and lackluster performance, then consider revisiting your strategic plan specific to your company's core values. The old adage "Do as I say and not as I do" is not a sound strategy if you are truly trying to growth your department, your business and even yourself.
The Real Cause of Business Management Failure is More about Ethics than Skills - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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