Tag: good bosses

  • New Study: Helpful and Friendly Co-Workers Can Keep You Alive

    Tiffany West from the World Economic Forum just alerted me to an intriguing new study that suggests having the right co-workers can help us live longer, while having the wrong ones might kill us.  The article was published by Arie Shirom and four of his colleagues and is based on a diverse sample of approximately 800 Israeli employees, who were tracked by the researchers for 20 years.  The main finding is that those who had unsupportive co-workers died at a much higher rate (2.4 times lower).  You can read a good summary here, along with some other bells and whistles. 

    Here are the two questions they used to measure "peer social support, as described on  page 270 of the original article:

    Peer social support was scored high for participants who reported (a) that their immediate coworkers were helpful to them in solving problems, and (b) were friendly to them.

    I was most intrigued by these two items because they remind me of the two hallmarks of a good boss that I saw over and over again as I read research when writing Good Boss, Bad Boss A good boss is one who is both competent at the work at hand and who treats his or her charges with dignity and respect.  One of the most fun variations of this theme is David Kelley's "love and money" balancing act. 

    But it is instructive that, when you step back and look at all this evidence about what we, as humans, want and need from the people for lead us and who work with us, much of it boils down to two simple things. We want people who are skilled at the work and using to use those skills to help us perform our jobs when we have too much work to do or don't know how to solve the problem at hand.  And we want people who treat us with warmth, respect, and who inject a bit of fun in life (at least that is what I want from from a friendly co-worker).  Academics have found many nuances and will find many more, but these two simple categories jump out again — and they make sense.

    These findings also reinforce that advice I have given again and again about the kind of workplaces it is best to seek versus avoid, and my related advice on surviving an asshole infested workplace.  As I have always said, if you are surrounded by a bunch of assholes — and people who won't help you solve work problems and who are unfriendly would qualify — get out as fast as you can.  This study suggests that, they longer you stay around such people, the more your health will suffer, and eventually, your risk of an early death will rise.

    This is not a perfect study, the sample is not representative, a larger one would have enabled the researcher to do more fine-grained analyses, and while the two item measure of co-worker support was suggestive, it is rather coarse.  But all studies are imperfect, and this one is impressive because the authors followed this group for so long and took considerable care to rule out competing explanations, such as the health of the worker when the first measurements were taken in 1988.

    P.S. There was an interesting twist in the findings, the mortality effects seen in 2008 were driven mostly by the impact of support on workers who were 38 to 43 when the measurements were first taken in 1988. As the authors suggest, the younger workers may have still been healthy enough to avoid the mortality effects of bad co-workers, but the lack of effects on older workers seem harder to explain.

    The citation is: Work-based predictors of mortality: A 20-year follow-up of healthy employees. Shirom, Arie; Toker, Sharon; Alkaly, Yasmin; Jacobson, Orit; Balicer, Ran. Health Psychology, Vol 30(3), May 2011, 268-275.

  • “Name two great bosses and two bossholes Pink Blog readers might recognize. Don’t be shy.”

    My last post was about the review and interview with me that
    Dan Pink posted earlier in the week about Good Boss, Bad Boss.  I thought it would be fun to
    repeat the last question that he asked me and my answ
    er. 

    Here is my answer to the question in the title. Do you agree or disagree?  Who would you add to lists of bossholes and great bosses?

    Let’s start with the bossholes.  My least favorite CEO in recent
    years was Carly Fiorina because I witnessed her lead changes that helped
    destroy one of the most constructive organizational cultures I have
    ever encountered.   I worked closely with a couple HP insiders during
    much her reign (and before that) and saw the spirit of that wonderful
    place die under her leadership – it wasn’t all her fault, other forces
    were in place.  But a CEO who does massive layoffs and then buys
    (actually leases) a very fancy new corporate jet for herself ought to be
    ashamed.  She was infamous for “shooting the messenger” and for being
    impatient with implementation – for example (very similar to President
    Bush’s infamous “Mission Accomplished” speech) Carly announced that the
    merger integration with Compaq was complete and successful to the horror
    of people on her senior team who still believed that it wasn’t nearly
    done. (Indeed, for example, Mark Hurd took out millions and millions of
    IT costs when he took charge that were created by the unfinished
    merger.)  Carly’s unfortunate experience shows that, to be an effective
    leader, you not only need some wisdom, you also need the right
    experience.  Note that she never had profit and loss responsibility in
    any prior job before coming to work at HP (this was reported by Fortune
    and I have confirmed it from other sources).  Right around the Compaq
    merger, a very knowledgeable Silicon Valley insider who knew Carly well
    said something I thought was a joke, something like “Carly ought to go
    into politics; she gives great speeches and there really aren’t any
    tangible deliverables.”   As most readers know, now Carly is running for
    Senate in California.

    To pick a second bosshole, I believe the current champion here might be Dov Charney, founder
    and CEO of the American Apparel clothing empire, which is the largest
    clothing manufacturer operating in the U.S.  He has done good things
    like paying employees high wages and providing them and their families
    health insurance, and sells hip clothing and developed a great brand. 
    They operate 260 stores in 19 countries.  But piles of evidence  of
    strange boss behavior and bad financial performance now hound him and
    the company.  Although several sexual harassment law suits against
    Charney were dropped, he admits holding a staff meeting naked except for
    the sock on his penis, walking around the office in just underpants and
    referring to fashion models as “sluts.”  The tales of such antics in
    combination with deepening financial losses,
    plummeting stock price, and Deloitte’s concerns about accounting
    irregularities have this once high flying firm in an apparent death
    spiral.   Apparently, among other flaws, Mr. Charney suffered from – or
    perhaps enjoyed – one of the most severe cases of power poisoning in
    recent times – especially the lack of inhibition and impulsiveness that
    are often part of the syndrome.

    To turn to the good bosses, I am a huge fan Pixar’s Brad Bird, Academy Award winning Director of The Incredibles and Ratatouille.  I was part of a group that interviewed him for the McKinsey Quarterly
    a couple years back, and was taken with him.  But I am in even bigger
    fan after talking to multiple people at Pixar and Disney studios about
    him last week.  They love him and love how he encourages open argument
    and makes it so fun – and as one executive who worked with Brad through
    these two films told me “Everyone who works with him once can’t wait to
    do it again.”  And people who work with him are simply blown away by his
    technical skill: John Walker, who was a Producer on both films, went on
    and on with examples of Bard’s amazing technical expertise.

    Finally, my favorite CEO of a large U.S. company in recent years was
    AG Lafley, who led Procter & Gamble for decade.  He is polite,
    persistent, and instilled constructive values throughout the company.
    Like Brad Bird, people loved working with him because he was so smart,
    supportive, and honorable.  And I love his management philosophy: “Keep
    thing Sesame Street simple,” especially in light of the contrast to the
    deeply complex business practices used by Wall Street firms that led to
    the meltdown.

    Again, please let me know your reactions — especially who should be added to the two lists.