Posted by coral on March 2, 2001, at 11:39:19
In reply to Re: Thanks, Coral and in line with your comments.., posted by dj on March 2, 2001, at 10:31:47
The GE example is a good one and, in my professional experience, the cause of bullies rising to the top is a direct result of promotion practices. The company sees a top performer and automatically assumes he/she can manage. What happens is that the company loses the top performer as an individual contributor and winds up with a lousy manager. Management is culpable.
The manager is often frustrated, but I don't buy the argument that they're resistant to change because their methods have worked in the past. They're resistant to change because training often focuses on "don't's" and the manager has no alternatives. That's why we concentrate on providing managers with new skill sets.
Again, in my professional experience, the GREATEST motivator for a company to do something about its bullies is when the employees say "No, I will NOT be treated this way." Any time an employee tolerates abusive behavior without protest, the employee is giving tacit approval of the conduct.
poster:coral
thread:4830
URL: http://www.dr-bob.org/babble/social/20010209/msgs/4911.html