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O.D. Institute Newsletter

 May 2005


What Managers Should Unlearn

Dr. Hubert Rampersad
President TPS International Inc.

Many managers have an enormous destructive impact on the health of their people and their organization. Without being aware of this they cause disastrous destructions within organizations. Research in Europe shows that more than half of all employees have changed job or organization at least once because of their manager’s behavior and that mismanagement is the reason of their poor performance in their job.

Wrong self image

Quite a number of European managers don’t know that they don’t have the ability to manage effectively and that many of them are short sighted, arrogant, without vision, non-inspiring and not action orientated. Even worse: They don’t know that they don’t know. In their unawareness they cause large damages within organizations. A recent survey shows that many managers have a wrong self image. They think of themselves as managers who motivate well, stimulate and listen to their staff. However, when asking employees, a poignant lack of interest is felt and they feel hardly stimulated. The survey shows large differences on how managers think that they manage and how employees experience the same: 86% of managers think that they really and honestly show their interest; only 41% of staff agrees with them. 84% of managers are satisfied and contented with their management style; a meager 42% of employees are satisfied with the way they are managed.

Leadership in the 21st century

Many ignorant managers still believe that salary is the most important reason for motivation. They still do not realize that offering new challenges, showing commitment, honesty, being open for feed-back and giving support and compliments are the main motivators. They are not aware that organizations are living organisms in which people live and that employees need to be treated as human beings and not as slaves. What they also do not understand is that a healthy home situation is indispensable to be able to reach top achievements at work. This is one of the most important challenges that leadership is facing in the 21st century. In my book “Total Performance Scorecard; Redefining Management to Achieve Performance with Integrity” (Butterworth-Heinemann, 2003) I specifically focus on the new task of managers to constantly improve the quality of life of their staff not only at work but also in their free time at home on the basis of the methods and techniques that are presented in the book. This will invite employees to accept every time bigger challenges, to feel free and safe and through this enjoy their work and be happy. This attitude will then also have its effect on the quality of life of customers and shareholders and improve this and add to their happiness and satisfaction. It is therefore really time that managers start realizing that a healthy home situation of employees has an important impact on their performance at work and this can no longer be ignored. They have to look beyond their own noses. Managers will have to start understanding that those who are not able to function well in their families, cannot function well either at work. It is about time therefore that managers rapidly unlearn ignoring the private circumstances of employees.


The fact that 75 – 80% of all organizational change and development projects in Europe fail has to do with the behavior and certain actions of managers, which disrupt and frustrate the process. This then is coupled with the resistance to change and the creation of inability and incapability. We talk for example about: ego-behavior, arrogance, being immodest, hidden agendas, lies, prioritize own personal interests, excessive CEO salaries, ignoring staff, bombastic, aimless, not showing any respect, giving misleading information, keeping information back, creating an atmosphere of fear and distrust, not taking anything into consideration, knowing everything much better, leaving employees to their fate, not paying attention to their development, lots of vain conversations, bad listening, impatient, not trustworthy, closed, unreliable, not giving signs of appreciation, preferring communication through e-mail, being unreachable for staff, not showing drive, not keeping high ethical norms and values, accentuating status differences, punishing of employees who made mistakes, undermining and suppressing self confidence of employees etc. It is about time that managers unlearn this behavior rapidly, in the interest of the health of their collaborators, the success of their organization. Also political leaders need to learn form this.

Dear Friends,

The Spring issue of Nonviolent Change is now on the web at:

We welcome submissions of articles, commentary, news,  media information and announcements relevant to nonviolent large systems change, sent to Steve Sachs at The Deadline for the next issue is August 8.

Also, for a good small peace meeting, where everyone who wishes has the opportunity to present and join in discussion, the 19th Annual Meeting of the Research/Study Team on Nonviolent Large Systems Change, will be May 16-17, just before the Annual O.D. Information Exchange, at the Hilton Lisle/Naperville Hotel in Greater Chicago, Illinois. If you want to stay overnight, Jeannette Swist, RODP, Chair of The 35th Annual O.D. Information Exchange has arranged a special room and meal package for us at the Hilton Lisle/Naperville. A single room with full breakfast and lunch buffet and two refreshment breaks is $143 per night in a single room and $95 per person in a double room. To reserve a room you need to send the Hilton Lisle/Naperville Hotel, 3003 Corporate West Drive, Lisle, IL 60532 or Tel: (800)552-2599 booking code ODI  one night's rent. You can make your reservation on line at: The Hilton will hol! d our block of room until April 16th. For more information, contact Organization Development Institute, 11234 Walnut Ridge Rd., Chesterland, OH 44026 (440)729-7419,, Let Don know if you would like to present. The meeting will open with a get to know each other session on Sunday evening that will set the initial agenda. The group will adjust the agenda as the meeting proceeds, with preference given to presentations and discussions already scheduled.

All the best.

Stephen M. Sachs
Coordinating Editor, NCJ

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