• Lying and cheating which includes finding blame and taking credit for others’ efforts as well as sharing confidences.
  
  
• Interviewees stated that their bad manager was a “bully” using their position as leverage with fear of retaliation when asking for clarification on actions and speaking up about perceived abuse of power.
  
  
• High potentials were extremely frustrated by limited access to key stakeholders, communications and information because their manager was protecting and hoarding his/her power and status.
  
  
• Individuals were upset by condescending behaviors including smirking at ideas and being “talked-down-to” as though they were “idiots or second-class citizens.” When asked what specifically was said, the interviewees spoke more about the manager’s tone and body language.
  
  
• Yelling, swearing, mean attacks and temper tantrums continue to get people running for cover and seeking new positions. Personal attacks were viewed as unprofessional, unwarranted and “really dumb especially today.”
  
  
• Perceived favoritism and the “good ‘ole boy” network creating fatalism and other create morale issues.
  
  

• Be visible. Listen. Look for what is not being said. Ask for feedback.
  
  
• Assess every manager and supervisor in your organization. Take immediate action where warranted. Remember, you get what you allow.
  
  
• Provide coaching, mentoring and the individual development necessary to increase the leadership muscle of each and every manager.
  
  
• Find untapped, unrecognized raw talent to develop. As I counseled one client, promote individuals with the heart of a leader. The rest can be taught.
  
  

Thank you so much for bringing us into the light with leadership development. Your sessions have gotten people thinking and talking about their effect on others.

Rita Ransdell, EVP Human Resources
American Airlines Center