IN THE TRENCHES: Positive leaders outperform temperamental bosses
IN THE TRENCHES: Positive leaders outperform temperamental bosses
Did you ever miss your produce gross profit margin?
You are requested to appear in the boss's office. After entering, he or she winds up like a Major League Baseball pitcher and slams the door behind you so hard that several pictures pop off the wall.
Then the shouting starts and you are raked over the coals for some business matter your boss disliked.
You are shaken and frightened. Most of all, you are embarrassed since most of the yelling can be heard throughout the building.
This is just not your day, is it?
What kind of a boss is this anyway? Not somebody I personally would want living next door to me even if I didn't work for him or her. A frowning, bullying character like this is not welcome in most neighborhoods. Neither should people like this be allowed to run a company and lead people. But in reality, there are a number that do exist.
Are you responsible for running a company or managing a specific department? If so, do you criticize your employees in the open or in meetings? Do you use authoritative fear- inducing methods? Do you resist listening to your employees or not allow them to participate with ideas?
If so, you are a clueless boss. You are operating in the Dark Ages and in drastic need of change before your "old- school" tactic crashes the company against a wall with you in the driver seat.
Surveys reveal that the No. 1 reason people leave a company is because of their boss. Yes, some leave for money or a better position, but the majority of workers depart because they don't like the negative operating method of their boss.
No matter where you work, whether in produce or in another business, the odds are that you will encounter a stern boss. Everyone has a share of harsh CEOs, presidents, vice presidents, middle managers or department heads. They have always been around.
When employees dislike a company boss, they become unmotivated and their overall morale slips into the pits. This usually leads to frustrated and unhappy employees who become weary and unproductive. Difficult bosses eventually drive many good employees into quitting. Thus, companies develop cracks, become weakened throughout the system, and profits swiftly begin to take a nosedive.
Demands on CEOs and management are a whole lot different today than they were 30 years ago. More than ever before, large-scale profit must be achieved and accounting books balanced accurately under the sharp eyes of Wall Street investors.
A much leaner work force, along with hard-lined budgets, has developed burned out, temperamental bosses. Still, big bosses should act as good motivating leaders and not hostile bullies.
Napoleon once said, "There are no bad soldiers, only bad officers."
The military uses this philosophy: Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
Do you work for a boss or a leader? Are you treated fairly, encouraged, motivated and happy at work? Does your boss ask for your opinion on decision-making matters?
If you can answer these questions comfortably, then you're working for a positive leader and a successful company. By all means, stay there.
On the other hand, if your responses are negative, you must be working for a boss who spreads fear throughout the organization. He or she just doesn't get it.
Did you ever notice the political patsy who always uses the flattery on the boss? "Yes, boss." "OK, boss." "I'll get on it right away, boss." "Anything you say, boss." Wouldn't you love those irritating people to just shut up?
Over 90 percent of a company's workers are followers. They have no leader qualities, nor do they desire any. They simply go to work, do their jobs and go home. Within that group, you can usually find a few of those "yes, boss" people.
In our hyper-demanding business surroundings today, especially in the produce industry, leaders are far better and more appreciated than bosses.
Bosses speak but never want to listen. Leaders influence and direct people. A boss says, "I," while a leader says, "we." A boss says, "Make your produce gross," while a leader says, "Let's make our produce gross." A boss says, "Here's my plan. You make it work." A leader says, "Here's our plan. Let's make it work."
A good leader can motivate employees into building a powerful team. And just think what a powerful team can accomplish.
If your company has a fine operation, a happy environment, motivated people, and a highly encouraging leader, I pity your competition.
As for the emotional strong-armed bosses who are usually lurking around every dark corner spreading fear throughout organizations, it's time to deal with them.
They are holding us back. Hopefully, they will be exposed, swiftly weeded out of the system and replaced with positive leaders.
(Ron Pelger is the owner of RONPROCON, a consulting firm for the produce industry. He can be reached by phone at 775/853-7056, by e-mail at [email protected], or check his web site at www.power-produce.com.)
You are requested to appear in the boss's office. After entering, he or she winds up like a Major League Baseball pitcher and slams the door behind you so hard that several pictures pop off the wall.
Then the shouting starts and you are raked over the coals for some business matter your boss disliked.
You are shaken and frightened. Most of all, you are embarrassed since most of the yelling can be heard throughout the building.
This is just not your day, is it?
What kind of a boss is this anyway? Not somebody I personally would want living next door to me even if I didn't work for him or her. A frowning, bullying character like this is not welcome in most neighborhoods. Neither should people like this be allowed to run a company and lead people. But in reality, there are a number that do exist.
Are you responsible for running a company or managing a specific department? If so, do you criticize your employees in the open or in meetings? Do you use authoritative fear- inducing methods? Do you resist listening to your employees or not allow them to participate with ideas?
If so, you are a clueless boss. You are operating in the Dark Ages and in drastic need of change before your "old- school" tactic crashes the company against a wall with you in the driver seat.
Surveys reveal that the No. 1 reason people leave a company is because of their boss. Yes, some leave for money or a better position, but the majority of workers depart because they don't like the negative operating method of their boss.
No matter where you work, whether in produce or in another business, the odds are that you will encounter a stern boss. Everyone has a share of harsh CEOs, presidents, vice presidents, middle managers or department heads. They have always been around.
When employees dislike a company boss, they become unmotivated and their overall morale slips into the pits. This usually leads to frustrated and unhappy employees who become weary and unproductive. Difficult bosses eventually drive many good employees into quitting. Thus, companies develop cracks, become weakened throughout the system, and profits swiftly begin to take a nosedive.
Demands on CEOs and management are a whole lot different today than they were 30 years ago. More than ever before, large-scale profit must be achieved and accounting books balanced accurately under the sharp eyes of Wall Street investors.
A much leaner work force, along with hard-lined budgets, has developed burned out, temperamental bosses. Still, big bosses should act as good motivating leaders and not hostile bullies.
Napoleon once said, "There are no bad soldiers, only bad officers."
The military uses this philosophy: Leadership is influencing people by providing purpose, direction, and motivation while operating to accomplish the mission and improving the organization.
Do you work for a boss or a leader? Are you treated fairly, encouraged, motivated and happy at work? Does your boss ask for your opinion on decision-making matters?
If you can answer these questions comfortably, then you're working for a positive leader and a successful company. By all means, stay there.
On the other hand, if your responses are negative, you must be working for a boss who spreads fear throughout the organization. He or she just doesn't get it.
Did you ever notice the political patsy who always uses the flattery on the boss? "Yes, boss." "OK, boss." "I'll get on it right away, boss." "Anything you say, boss." Wouldn't you love those irritating people to just shut up?
Over 90 percent of a company's workers are followers. They have no leader qualities, nor do they desire any. They simply go to work, do their jobs and go home. Within that group, you can usually find a few of those "yes, boss" people.
In our hyper-demanding business surroundings today, especially in the produce industry, leaders are far better and more appreciated than bosses.
Bosses speak but never want to listen. Leaders influence and direct people. A boss says, "I," while a leader says, "we." A boss says, "Make your produce gross," while a leader says, "Let's make our produce gross." A boss says, "Here's my plan. You make it work." A leader says, "Here's our plan. Let's make it work."
A good leader can motivate employees into building a powerful team. And just think what a powerful team can accomplish.
If your company has a fine operation, a happy environment, motivated people, and a highly encouraging leader, I pity your competition.
As for the emotional strong-armed bosses who are usually lurking around every dark corner spreading fear throughout organizations, it's time to deal with them.
They are holding us back. Hopefully, they will be exposed, swiftly weeded out of the system and replaced with positive leaders.
(Ron Pelger is the owner of RONPROCON, a consulting firm for the produce industry. He can be reached by phone at 775/853-7056, by e-mail at [email protected], or check his web site at www.power-produce.com.)
