{"id":5247,"date":"2015-08-06T09:00:56","date_gmt":"2015-08-06T15:00:56","guid":{"rendered":"http:\/\/minkhollow.ca\/beckerblog\/?p=5247"},"modified":"2015-08-03T10:43:27","modified_gmt":"2015-08-03T16:43:27","slug":"worth-sharing-why-people-quit-their-jobs-business-insider","status":"publish","type":"post","link":"https:\/\/minkhollow.ca\/beckerblog\/2015\/08\/06\/worth-sharing-why-people-quit-their-jobs-business-insider\/","title":{"rendered":"Worth Sharing: Why people quit their jobs – Business Insider"},"content":{"rendered":"Approximate Reading Time: <\/span> 2<\/span> minutes<\/span><\/span>

\"\"<\/a>What’s the point of hiring competent, creative people if you then don’t let them do what they’re good at?<\/p>\n

I’ve never understood that, but I’ve experienced this a number of times. Two of the three departments I taught for at the UofC had chairs who did that. One actually became head after I’d been hired – I’m pretty sure he never would have hired me had he had the choice. He (and all those who supported him – directly and through inaction)\u00a0 drove me out. The other hired me (more than once) and then proceeded to impose a variety of “policies” and question almost everything I did while at the same time claiming to value my knowledge and approach. The “oversight” even included\u00a0 people in the class who reported on what I was doing.<\/p>\n

Another time I was hired to find out “what was wrong with the staff”. The place had an exceptionally high turnover (always a red flag), and the CEO wanted me to fix the staff problem. Turns out (no big surprise) the problem was not below me but above me. I refused to fire the person I was asked to fire and the CEO (along with a few minions) turned on me. That place finally replaced the CEO and is apparently doing much better now.<\/p>\n

Here’s the list from the article, and my thoughts on them.<\/p>\n

Why people quit their jobs – Business Insider<\/a>.<\/p>\n

1. They overwork people.<\/strong><\/p>\n

This is probably the least important point. Many people are willing to work very hard for a boss or organization where they genuinely feel valued.<\/p>\n

 <\/p>\n

2. They don’t recognize contributions and reward good work.<\/strong><\/p>\n

Many people can tell if your recognition is sincere or not. I know I can. In the end, it doesn’t matter how many times or how effusively you say<\/em> that you appreciate their work if you don’t actually act like you do.<\/p>\n

 <\/p>\n

3. They don’t care about their employees.<\/strong><\/p>\n

Most say they do, but actions always speak louder than words.<\/p>\n

 <\/p>\n

4. They don’t honor their commitments.<\/strong><\/p>\n

Don’t make any promises or claims you can’t (or don’t intend to) live up to.<\/p>\n

 <\/p>\n

5. They hire and promote the wrong people.<\/strong><\/p>\n

Those who placate the boss and agree with him(her) are the ones bad bosses promote. This is often because they are not secure enough in who they are and what they can do that they can’t deal with people who disagree with them. Even worse, for these folks are people who are better than they are. This is very common in academia. Far too often, it is the mediocre who end up in administration. This allows them to avoid research & teaching while at the same time bullying those who they see as a threat.<\/p>\n

 <\/p>\n

6. They don’t let people pursue their passions.<\/strong><\/p>\n

They seem to need to control everyone, either overtly or covertly.<\/p>\n

 <\/p>\n

7. They fail to develop people’s skills.<\/strong><\/p>\n

Here again, many bosses can’t cope with having people working for them who are demonstrably better than they are at anything (unless of course, those people are very good at appeasing their bosses).<\/p>\n

 <\/p>\n

8. They fail to engage their creativity.<\/strong><\/p>\n

See above.<\/p>\n

 <\/p>\n

9. They fail to challenge people intellectually.<\/strong><\/p>\n

In my experience, this is sometimes due to the fact that they just aren’t that intelligent themselves, and so don’t know how to challenge people.<\/p>\n