The High Cost of Poorly Trained Bosses

In their book, The Invisible Employee, Adrian Gostick and Chester Elton estimate the cost of employee turnover in America to be 1.7 trillion dollars annually.  That’s a huge drain on American businesses.  They also cite studies which point out that the biggest single reason people quit their jobs is the behavior of their immediate bosses–they were either abusive, didn’t care about them, didn’t listen, didn’t notice or appreciate what they did or were only out for themselves.  Believe it or not, there’s good news in all of this.  If American businesses would simply teach their supervisors and managers how to interact more positively with the people who work for them, they could reclaim the lion’s share of that 1.7 trillion dollars.   We’re talking about basic behaviors like being nice instead of nasty or indifferent, noticing the things employees do and saying thank you.  These behaviors don’t sound all that profound, but if the majority of supervisors and managers in America effectively executed these behaviors, it would fatten the bottom lines of American businesses by more than a trillion dollars–now that is profound.

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About Ross Reck

Who am I? I am the author of The Engagement Formula, Turning Your Customers into Your Sales Force, The X-Factor and my popular weekly newsletter: Ross Reck’s Weekly Reminder. I'm also the coauthor of Instant Turnaround!, REVVED! and the best selling The Win-Win Negotiator. I've also spoken at hundreds of meetings, conferences and conventions throughout the United States, Canada, Latin America, Europe and Asia. My consulting clients include Hewlett-Packard, John Deere, American Express, Janssen-Ortho, Inc., Shire Pharmaceuticals, Philip Morris International, the Chicago Cubs, Rolls-Royce and Xerox. I received my Ph.D. from Michigan State University in 1977. From 1975 to 1985 I served a Professor of Management at Arizona State University. During my career at ASU I was the only two-time recipient of the prestigious “Teaching Excellence in Continuing Education” award and was identified by the university as an “Outstanding Teacher.” In 1985 I left my position at ASU to search full-time for a new "Management Model" to replace the current model with it's emphasis on authority, control and formal communication channels. Last February, I found it (it's actually a leadership model) and it's featured in my new book, The Engagement Formula: Three Simple Steps that Guarantee Full Employee Engagement.

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