Friend Drinks Buddies
The issue of excessive friendliness affects experienced and new managers.
Some allow themselves to become too close to their employees, despite not
being equals within the realm of the business. Even bosses who keep employees on a long leash eventually need to cut the slack occasionally. Not
many friendships can survive such inequality when that situation arises.
A conscious decision to keep managerial roles courteous, but professional
might even decrease turnover. Surveys indicate that many people leave their
jobs because of personal issues with their boss. A poor working relationship
creates a negative professional environment that sours both the job and the
company for the unhappy employee. Traditionally, they’re much more likely
to leave a job because of a bad boss than a bad company.
A managerial approach to staff relationships can also go to the other ex-
treme, supervisors may become over-involved in the lives of their employ-
ees. To avoid this, managers can keep their distance from the personal lives
of staff to preserve impartiality. Keep in mind that by doing this a manager
may fail to capitalize on the potential benefits of employee engagement. Re-
search demonstrates that employee engagement is an important predictor of
retention levels and productivity; workers who feel deeply connected to their
jobs are more likely to stay with their employers longer and do better work
in their positions. For engagement to happen successfully, employees need
to believe the person they report to
cares—ideally about their welfare,
but certainly about their career.