The cost of a bad hire

- When recruiting A-level talent, undertrained, low-skilled, egotistical, or disinterested

managers can be a top factor in losing great candidates. In addition to losing top
candidates, the resulting bad hires require more costly training, they take up more of
their teammates time, make more errors, upset customers and are much more likely to
require performance management. Some may accidentally be promoted into
management positions, where they will repeat and perhaps exceed the recruiting
mistakes made by their original hiring manager. Remember that if your company has
high retention and low firing rates, the costly damage that a bad hire can do is
likely to last over many years.
- Hiring intelligently is one of the most direct ways to build a company's success. Look
for the most capable candidates -- people whose brilliance exceeds your own.
Organizing by design.
Design a culture and institute hiring practices to attract superstars -- with no settling for
less. Create an organizational mandate to hire only A players and clearly define what
that means
General Factors That Prevent Great Hiring

A-level talent will not work for weak managers when weak managers try to
hire superior talent, they cannot succeed because top candidates can spot and
accurately assess a weak manager even before applying by using their extensive
professional or social media networks. If a top candidate somehow gets to an
interview, their ability to ask probing questions to the hiring manager will bring out
answers that will cause them to immediately drop out of the hiring process.

Weak managers probably have weak teams the very definition of a weak
manager means that they are not capable of attracting and retaining top
talent. As a result, when the top candidates meet and interact with their mediocre
team during the interview process, there is a high likelihood that they will be
immediately discouraged. Top candidates want to work alongside the very
best teammates because they want to learn from them. A-level talent will also
immediately realize that they wont be able to achieve their goals while working
with this mediocre team.
Weak managers have limited resources to offer because of their poor
performance, missed deadlines, and failed projects, weak managers are less
likely to have large budgets. Top candidates will inquire about the available
budget and resources in the department and they will be turned off when they
learn that the resources available to them are below average.
Biased action: A poor manager not only flip-flops when delegating important tasks,
but changes his or her mind about everything. Ineffective managers delay making
decisions (and thus action) as long as possible. This may mean fewer mistakes are
made, but nothing risked means nothing gained. Playing safe has become the norm in
the Sri Lanka public service and in several private sector companies too. -

Lousy communication: In a recent survey of 150 senior executives, one-third of

respondents said lack of open and honest communication with staff members tops the
list of management mis-steps. Managers withholding information from staff can
erode morale and destroy trust, while at the same time, not explaining the
meaning of make it better is just poor direction. I am saddened when I see
persons holding the title of senior manager in government corporations and
private sector organisations when the most suitable position they should hold is
Clerk or at best, Chief Clerk.
1. They Have the Numbers to Back Them Up
Numbers certainly arent the only factor you should consider when awarding promotions
but they can be a good place to start. When you can quantify performance on some
level, youll be able to easily prove (to yourself and to your higher-ups) which employees
have really gone above and beyond.
Ive found it helpful to have some sort of tracking measure in place to stay aware of
employees performance, like a spreadsheet to keep track of project closures and client
feedback. This will allow you to see patterns emerge (e.g., Jennifer always manages to
exceed her sales goal during the last week of the month), so youll be able to
immediately pinpoint the employees who should be on track for promotions.

2. They Dont Clock Out at 5 PM

OK, that sounds a little harsh. I dont actually expect my employees to stay late, skip
lunch, or refuse to take breaks in order to be promoted. But when it comes to identifying
team members who are ready to move up, I do think theres a big difference between
those who do exactly whats expected and those who are willing to put in a little extra
effort.
For example, when theres an urgent situation that needs to be addressed, I take
note of an employee whos willing to skip his or her morning break to help out
instead of retorting with a snide, Um, Im on break.
Pay attention to the employees who are willing to jump in wherever (and
whenever) theyre needed. This doesnt mean they always need to stay latebut its
nice to know that in a pinch (and when given more responsibility), they wont leave you
or their clients in the lurch.

3. They Voice Solutions Instead of Complaints

Everyone complainsemployees, managers, and probably even the CEO. So, standout
employees arent necessarily the ones who dont complain at all, but the ones who, after
the complaints have been voiced, develop viable solutions for the less-than-ideal
situations. (Think your account manager who might not exactly enjoy working with your
toughest client, but who dreamed up a new online report that really wowed her.)
In doing this, your employee is proving that he or she is ready to step up and take
responsibility for what goes on with the team and help everyone succeedinstead of
complacently accepting whatever happens by chance and not doing anything to change
it.

4. They Seek Out Opportunities to Share Knowledge

In my company, the difference between two levels of the same position (e.g., Project
Manager I and Project Manager II) is often that the higher-level role is supposed to
be a teacher and coach, recognizing areas in which other employees are weak and
bringing them up to speed.
So as youre pinpointing promising employees, look for the ones who take
initiative to train new hires and teach other employees. By generously sharing their
knowledge, theyre proving that theyre invested in the success of the department and
company as a wholeand will do the same as they move up.

5. They Further Their Own Knowledge

On the flip side, your promotable employees probably wont know everythingbut thats
OK. That can actually provide a great way for you to identify employees who are ready
to move upbecause the most motivated and self-starting employees will take it upon
themselves to find out what they need to know, no matter what it takes.
Pay attention to how your employees find out new information. Do they specifically ask
toattend trainings in areas where theyre weak? Do they seek out resources in other
departments (instead of just asking you to find it for them)? Maybe they just dive in and
try their hand at something new, eventually refining their skills simply by being willing
todo it.

6. They Ask for Feedbackand Take it Well

Not many people enjoy getting feedback (come on, does anyone actually look forward
to annual reviews?), so if you have employees who constantly request it, take note.
By proactively asking you about the level of their current performance, how they can
improve, and what they should be doing differently, theyre showing initiative and the
desire to grow within their roles.
And further, carefully observe what they do with the feedback you give. If you see that
they put it into action and continue to improve with each project and task you assign,
you can take it as an indication that theyll continue to strive for great thingsespecially
in a higher role.

7. Theyre Vocal About Their Career Advancement

Ive found that its pretty typical for employees to casually mention (or even joke about)
raises. But its not as common for them to initiate a conversation about how to progress
in their careers.
So, listen carefully when you meet with your team members: Do they ask about how the
promotion process works? Do they want more information about a position at the next
level, or how they can work their way up to that role? If they do speak up, its a great
sign that theyre not only motivated to advance, but that theyll do what it takes to make
it happen.
The employees who are that eager for a promotion wont let you forget about itwhich
will make it almost impossible for you to overlook them the next time someone asks
you, Whos ready for a promotion? (And even if theyre not ready quite yet, theyll
surely stay on your radar.)
Your employees promotions are a joint effort: They, of course, have to be deserving of
the higher role. But you, as their manager, also need to be aware of whos ready to
move up, so you can make a great recommendation. When youre on the same page,
your whole team will be on track for success.

7 Things Managers Look for When Promoting

Employees dont get enough feedback at work and have no idea what it takes to get to
the next level. In order to help employees figure out what it takes, I partnered with
American Express on a new study, which is included in my new book Promote
Yourself. As part of the study, we interviewed 1,000 managers from a variety of
American companies. Employees have to work harder and be more strategic than
theyve ever been. They need to be accountable for their career, develop the right skills
and use all their resources if they want to get to the next level. Here are seven things
managers look for when promoting:

1. Someone who can prioritize work.

87 percent of managers say that the ability to prioritize work is the most important skill
they are looking for when deciding whom to promote. In todays world of work, we have
to do more with fewer resources. You may have ten projects going on at once and you
need to figure out which ones you start first based on their importance and deadlines.

2. A team player.
86 percent of managers say that teamwork skills are the most important when deciding
whom to promote. Instead of being selfish, share credit with your team. Figure out how
to support their weaknesses with your strengths and make sure that everyone is on the
same page. This means that you should be communicating with them regularly and
making sure that everyone is on task and able to meet deadlines.

3. Be an intrapreneur.
73 percent of managers are very willing or extremely willing to support employees who
want to move within the corporation but fewer than half of employees are interested in it.
Always be searching for areas where your company can improve or opportunities that it
can take advantage of. If you want to get noticed and get ahead, then you have to move
beyond your job description and take on projects that will elevate both yourself and your
manager.

4. Face time.
66% of managers say that in-person meetings are their preferred way of
communicating while only 32% say email. Despite all the new technology, such as
social networks and Skype, face time is still the most important way of communicating.
Even if you work from home, you should try and go to the office so that your
manager sees you doing work. Face time allows you to build a stronger relationship with
your manager than anything you could do online.

5. A patient employee.
75% of managers say it took four years or more to become a manager at their company.
A lot of employees, especially millennials, are impatient and want to be a manager after
their first year on the job. The reality is that most arent prepared for those roles
because they dont have the experience, connections and foundation to succeed at
them. If you arent prepared for a management role but step into it anyway, you
will likely fail and that will be bad for your career.

6. Someone who has cross-functional experience.

73% of managers in our study are very willing or extremely willing to support employees
who want to move within the corporation. If you have experience working in different
departments, your value will increase and you will be better positioned for management
and eventually, executive roles. Your network will also be expanded and you will have a
better understanding how your organization functions.

7. Focus on soft skills over hard ones.

Managers view soft skills as more important than hard skills when promoting. Its easy
for managers to find employees who can get the job done but harder to find those who
are good communicators, can get along well with others and have a positive attitude.
Put yourself in as many social situations as you can so you force yourself to interact
and better your soft skills.

Not everyone is management material

Promoting your best people into management roles seems like a quick fix to show
employees you recognize their hard work. Unfortunately, many companies find out the
hard way that not every great employee is management material.
Managing people, keeping teams on target, and staying organized requires a specific
skill set. Just because an employee has great technical talents or is a medical sales
superstar doesnt automatically translate into management ability. Some employees will
be up to the challenge, while other workers will flounder on the job and tank productivity
in the process.
Before promoting your best people, here are seven (7) questions you should ask
yourself:

1. Is your employee aligned with company goals?

As a manager, your top talent will be representing your company in a more visible way.
Theyll be interpreting company goals for a team and ensuring organizational objectives
cascade properly.
This is why its important the employee in question is strategically aligned with company
goals and culture. If your company culture says, The customer is always right, then
managers should embody this mission statement.

2. Does your employee have good people skills?

An employee might impress you with their tech wizardry, marketing know-how, or
medical sales abilities, but this doesnt always translate into management potential.
Good managers need to guide workflow, train team members, clearly communicate
goals, and keep everyone on track. They have to be organized and ready to negotiate
problems.
Without top-notch people skills, the employees being managed are likely to feel
rudderless and unrecognized, which is bad news for your company culture.

3. Can they see the big picture?

As a worker bee, you know this top employee can implement on strategic tasks. Just
because an employee excels at the day-to-day work of an organization, however,
doesnt mean theyll be great with big picture initiatives.
As a manager, the employee will need to rise to the occasion and help the whole team
see how their work fits into company objectives. Itll be their job to communicate big
picture ideas and keep workers from missing the forest for the trees.

4. Can they listen?

Communication is important, but listening is essential.
Managers need to listen up and down the organizational chart so they can clearly
communicate workflow to their team. They need to not only listen to what is being said,
but understand what is unsaid among the employees they manage. They need to listen
to problems, address concerns, and stop small issues from snowballing into huge
challenges.
If a manager is more focused on their work than their workers, this could spell bad news
in a management setting.

5. Can they help your company grow?

Your managers need to be creative thinkers and problem solvers, and not only when it
comes to their direct workflow. Before you promote an employee, imagine what
concrete value the employee can bring to your organization.
Have they thought up new ways to face old challenges? Have they brought new
business or helped your company streamline processes? Creative thinkers are great at
moving your company forward and can help you pivot a team of employees in a more
productive direction.

6. Can they motivate a team?

Clear eyes, full hearts, cant lose, was the motivating phrase football Coach Eric
Taylor used on the television show Friday Night Lights. Your manager might not have to
psych up a team to win a big game, but they do need to know what employees need to
stay motivated.
With engagement low across industries, managers need to understand what makes
their employees tick and how to get them excited about projects. High engagement
means high productivity, so only promote managers with the ability to lead and
inspire.

7. Do they really want to manage?

This is the most important question, but its so obvious many companies can completely
skip it. Not every superstar employee wants to become a manager.
Your top-notch sales rep might have become invaluable because they really love the
work theyre doing. You want to reward them by giving them a manager position, but
what youre really doing is taking them away from the work at which they excel.
If the candidate doesnt seem motivated to manage, find another way to recognize and
reward their hard work and find someone more suited to the management lifestyle.
Bad management can truly hurt your company, kill employee morale, and bring down
your bottom line. Before promoting someone to a management position, ask yourself
these seven questions in order to ensure youre making the right decision.
What do you think?

Poor manager: Love for procedure and focus on small tasks: A managers
fondness for rules and ritual may be indicative of an inability to see the larger
picture, to face unique issues with case-specific diplomacy. An unnatural
attention to detail and the perfection of small tasks is often meant to distract from
the fact that this person is unable to perform their actual job. I blame the top
managements of most organisations for the unprofessional manner they run their
Performance Appraisals. The Performance Appraisal is to an organisation, like a Bible is
to a Christian or the Dhamma Pada is to a Buddhist! At a time when religion is not

practiced the way that religious leaders expected, how could one expect the
performance appraisal to be practiced in the way that it should be practiced?

Over-sensitivity: An inability to address a problem out of fear of upsetting someone is

not a reason to shirk responsibility. In todays economy and resulting work environment,
now is the time for strong leadership. An effective manager doesnt delay addressing an
issue, but is able to do so with tact and empathy.
Preference for weak candidates: Hiring someone who is less qualified but also less
intimidating than another candidate is a bad move. Good managers have the
confidence to hire smart, confident candidates without feeling threatened. One way to
judge the confidence factor and capability factor of managers is to see how they recruit.
If they resort to taking persons of lower intelligence and capability, then you can bet
your last rupee that such manager has insecurity and incapability.
Lack of vision: In order for a manager to create effective plans for the companys future,
he/she must have the vision to see where the company is headed. Basing all decisions
only on incidents in the past does not take into account new information and the trends
that can dictate the buying patterns of the marketplace. A lack of vision can result in
adequate immediate decisions being made, but it will lead to a poor planning process
for any decisions that will affect the companys future.
Poor decision-making: Managerial decision-making affects employee morale and has a
direct effect on employee retention. Bad decision-making can not only cause problems
with the employees, but it can also have a negative effect on the companys bottom line.
By understanding the bad decision-making processes that have a negative effect on
employees, you can create more effective managerial training programs.
Workplace bullying is an international problem that is characterised by consistent acts
that involve intentional attempts to harm individuals at work. Managers that bully
employees at work assert false allegations about performance, assign work that is well
below the employees skill levels, assign too much work, and often publicly humiliate the
employees in meetings and other group settings at work; to name a few of the harmful
actions. The harmful acts have negative effects on targeted victims physical health and
emotional well-being, and eventually force the targets to quit jobs.
How bad is your manager?
There are many different factors that contribute to negative opinions of managers. Its
not the goal of this essay to list them all, but here are some of the basics:
Inconsistent: Says one thing, does something else.
Arrogant: Always believes they are right, and makes sure you know it.

Egocentric: Makes every issue and decision about them.

Doesnt listen: is offered advice but ignores it before even considering it.
Self-centred: Doesnt support, encourage or look out for their team.
Mean/abusive: Makes people feel bad for no reason.
Micro-manager: Refuses to delegate anything, despite what they say.
Coward: Backs down whenever challenged.
Isolated: doesnt involve others in decisions, and rarely looks for ways to
support/encourage the work of their team.
Incompetent: Lacks basic communication, intellectual, or emotional skills needed to for
their role.
Good managers...
1. They change their vocabulary from "mine" to "ours."
Going from being an employee to a manager occurs when team members hit a tipping
point. It's normally a point when they begin to understand a manager's point of view.
Look for subtle changes in a team member's conduct. This may be a simple choice of
words. An employee may use the term I, mine or me. Those ready to assume a
management role may choose words like ours, we or us.--Christophor Jurin,ConstructEd, Inc.
2. They prove they can manage themselves.
One key indicator that an employee has really come into their own is when they
require less and less time to manage. They know what needs to be done and make
sure it happens, they learn to spot opportunities and coordinate actions to seize
them. The only way someone can ever hope to be a manager is if they can manage
themselves, and this is typically evidence enough that they're ready.--Brian
Honigman, BrianHonigman.com
3. They look out for others.
If an employee is concerned for their co-worker's success as much as their own on a
group project, that's usually a very good sign you have a team player that wants others

to succeed. Great managers are selfless leaders that want the unit to succeed
together.--Kenny Nguyen, Big Fish Presentations

4. They take responsibility.

A sign of a leader ready to take on a managerial role is the ability to take responsibility
for themselves or the team. The people you lead will give you respect if you own your
decisions, regardless of the outcome.--Phil Chen, Systems Watch
5. They excel above expectations.
The sign of a good leader is if they are going above and beyond consistently. When you
naturally see them leading others in all their work--when they excel far above
expectations in everything they are doing--it's time for a promotion. You don't want to
lose them to someone else that's willing to give them that promotion when you're not!-Peter Daisyme, Hostt
6. They actually want to take it on.
It's very simple. The most important sign is that they want to be in a managerial role and
they ask for it.--Dan Price, Gravity Payments
7. They've mastered their technical craft.
Once team members have mastered their technical craft--but before they get bored--I
begin to explore their interest in leading others. Some people are quite content in their
individual contributor role, and there's nothing wrong with that. Others, however, crave
opportunities that bring new challenges. -Chris Cancialosi,GothamCulture
8. They already manage without realizing it.
When a staff member is ready to take on a managerial role, they've already taken on a
managerial role without realizing it. Often, I'll notice that they're helping other employees
with the marketing plans, giving advice on how to deal with a difficult client, or making
the new intern feel welcome. When somebody truly wants to be in that role, they do it
without even trying because they enjoy it.--Cassie Petrey, Crowd Surf
9. They go above and beyond in completing their tasks.

It's very telling when someone goes above and beyond, completing required tasks and
ensuring everything is effectively coordinated with the team. If they have a natural
affinity for this kind of coordination, they are probably a good fit.--Daniel
Wesley, DebtConsolidation.com
10. They show ingenuity/ initiative
A great manager is someone who not only manages existing tasks, but also takes
initiative in creating or improving other tasks and processes for the benefit of the
company. Potential managers who demonstrate these traits also tend to display
ingenuity and critical thinking in the ways they perform on a daily basis, which
tells me they are ready to take on more responsibilities.--Firas Kittaneh, Amerisleep
11. They look for solutions.
I am always looking for my team to bring me solutions instead of problems. A good
manager will understand and have mastered this art form.--Mina Chang, Linking the
World
12. They help others.
When I see team members going to a certain person with questions, that's a clue. When
that person has the answer or promises to seek out and deliver the answer, they're on
my radar for moving up into management. When they help other team members and still
accomplish their own job, that's the definition of a good manager.--Joshua
Lee, StandOut Authority
13. They show ownership.
One sign is that the employee regularly shows a feeling of pride and ownership in their
work. Leading a team is about understanding the big picture and internalizing not
only what it will take to get there, but understanding how the assets available to
you can help you realize that picture. Employees who approach every task as if its
success or failure is a direct reflection on them are on track.--Mike Seiman, CPXi
14. They volunteer for leadership roles.
A team member who steps up to the plate and takes a leadership role (whether it's in a
team project setting or other environment) is sure to be ready for management. These
situations present themselves often, and those who take the bull by the horns are the

ones who are ready for the next step. -Andrew Schrage, Money Crashers Personal
Finance
15. They're proactive.
I never want my employees to be on auto-pilot, but there is something to be said when a
team member jumpstarts their workload without me having to instruct them further.
When I find team members proactively asking questions to improve their output
to the company, that's when I know they're ready.--Rob Fulton, Exponential Black

The top ten reasons managers become assholes:

1. They are insecure in their role. The psychology of opposites goes a long way
in understanding human nature. Overly aggressive people are often quite scared,
and their aggression is a pre-emptive attack driven by fear: they attack first
because they believe an attack from others is inevitable. Management makes
many people nervous since its defined by having have less direct control, but
more broad influence. Many managers never get over this, and micromanage: a
clear sign of insecurity and confusion over their role and yours.

1.
2.
3.
4.
5.
6.
7.
8.
9.

Micromanaging
Micro-managers lack personal leadership and tend to:
Resist delegating work
Immerse themselves in the work assigned to others
Look at the detail instead of the big picture
Discourage others from making decisions
Get involved in the work of others without consulting them
Monitor whats least important and expect regular reports
on miscellaneous
Push aside the experience and knowledge of colleagues
Loose loyalty and commitment
Focus on the wrong priorities
Youre never quite satisfied with deliverables.
You often feel frustrated because you wouldve gone about the task differently.
You laser in on the details and take great pride and /or pain in making
corrections.
You constantly want to know where all your team members are and what theyre
working on???
You ask for frequent updates on where things stand.
You prefer to be ccd on emails.

1. The Well-intentioned: These bosses want to demonstrate their care and work
ethic, so they "keep a hand in the mix."
2. The Worriers: They're terrified of failure and think they must control decisionmaking.
3. The Brainwashed: These bosses worked for micromanagers who trained
them to think it's normal leadership. - "Dunlop Brigade"
4. The Bullied: These bosses are kept on a tight leash by their own managers and
are expected to follow suit with their staff.
5. The Correctly Cautious: They have yet to develop a trusting relationship with
those they manage. Or, to be more blunt: The staff's performance needs to
improve before the manager can exercise less control.
6. The Control Freaks: They enjoy their power and don't want to share it with
others.

The 12 Signs of micromanagement.

Perhaps the best way to way to minimize the effects of micromanagement is to identify
the signs. Here are a few signs that I would use to determine if micromanagement is in
question:
1.

Hard time delegating work

2.

Looking at the detail instead of the big picture

3.

Monitoring whats least important and not on the results

4.

Inserting themselves in the work of others without first consulting them

5.

Immersing themselves in projects / activities assigned to others

6.

Discouraging others from making decisions about how to complete a task /

project

7.

Dictating that work is performed in a very particular way versus focusing

on a successful outcome (according to procedures, policies, rules etc.)

8.

Taking back delegated work before its finished or ready for review

9.
10.

Constantly checking in on progress at unrealistic intervals and hovering

Demanding unrealistic turnaround times without consulting with the employee on
when they think they could get the job done

11.

A demotivated team with low performance

12.

High employee turnover

1. I delegate everyday decision-making to the people closest to the work.

2. My staff knows the point at which an issue requires my involvement, and they
see that threshold as reasonable.
3. I share important information with staff so they feel involved and invested.
4. I enjoy giving people increasingly greater responsibility and authority as they
grow.
5. I don't feel the need to have my fingerprints on everything we do.
6. When I keep a hand in the work of the team, it is only to help in ways they
appreciate.
7. If I have to closely supervise employees because their work needs
improvement, I give them clear feedback on their performance so they know
why I'm involved.
8. Even when I'm under pressure from my own bosses, I try not to become a
dictator to the team.
9. I believe in hiring people who are smarter than I am and helping them shine.
top 10 signs youre a micromanager or a bad manager
1. You believe that youre smarter, faster, and more skilled than the
people who work for you. You think you possess the highest quality
standards, perform tasks seamlessly, and never miss a deadline.
2. Youre always swamped at work because you dont delegate
appropriately. Delegation is a key management skill. Your version of
delegating involves hoarding all the creative, important work for
yourself, while doling out the easy, boring scraps to your subordinates.

3. Youre the textbook hoverer. You need to know where your employees
are and what they are doing at each moment of the work day.
4. You regularly call the office just to check in. You call twice a day while
youre away, even if youre confined to bed with a 101-degree fever or sunning
on a beach in Puerto Vallarta.
5. When assigning tasks, you dictate the "how. Instead of allowing your
employees to figure out how to execute a project, you set the terms.
6. You require a stream of needless reports. You inspect your employees
work at multiple stages of the process, clogging the pipeline and causing
project delays. You are overly critical, pointing out the smallest of
mistakes as a learning exercise. At the first sign of trouble, you snatch
the task away from the employee and do it yourself.
7. You frequently assert your authoritybecause you can. Youre
hooked on controlling others. Deep down, youre afraid of failure.
8. Your staff is waiting on pins and needles for your approval. Your workers
appear timid, tentative, and paralyzed when performing even the most
mundane tasks. Thats because you get irritated when they make
decisions without consulting you first.
9. People are always making up excuses to avoid meeting with you. Theyre
terrified of your red pen.
10. Your employees tell you youre a micromanager.
The manager is swamped with low-priority activities. Look into the
work-life of the manager, specifically, the way they manage their time. Ask them
to show you their electronic calendar and explain a typical work week. Have they

prioritized their schedule and blocked out time to focus on high-priority projects
or is their calendar filled up with miscellaneous meetings focused on
minutiae? Do they say theyre always swamped? Do they appear unfocused and
often stressed?
The employees avoid the manager. Take a walk around the department with
the manager and then sit in on a few of their department meetings and some
meetings with individual employees. Do you see employees quickly turn and walk
the other direction when they see their manager approaching? Do you notice any
employees rolling their eyes in frustration with their manager? Do you see
some employees openly challenging the manager or others sinking in
their seats and keeping their mouths shut to avoid conversations with
the manager?