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	<title>Comments on: Courage</title>
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	<link>http://www.managementblog.org/archives/2007/09/20/courage/</link>
	<description>It's not a lesson in learning to be nice to people.  Management is about leverage and impact.</description>
	<pubDate>Wed,  7 Jan 2009 03:49:10 +0000</pubDate>
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		<title>By: Kathleen</title>
		<link>http://www.managementblog.org/archives/2007/09/20/courage/#comment-3822</link>
		<dc:creator>Kathleen</dc:creator>
		<pubDate>Wed, 26 Sep 2007 17:02:28 +0000</pubDate>
		<guid isPermaLink="false">http://www.managementblog.org/archives/2007/09/20/courage/#comment-3822</guid>
		<description>I have had a similar experience to the one described, except that this company did not even perform exit interviews. I too like the phrase "failure of organizational culture" as this is exactly what is happening at many companies. They do not treasure their employees as valuable assets to retain. Instead they see their employees as expendable assets easily replaced, which is costly to the company and demoralizing to the staff.

These types of companies will never retain the talent they need to succeed in the end. They may stay afloat for a while, but eventually their competitors with a better culture will "steal" their good talent and be more successful. I have seen this happen in various industries, where employees flood out of one bad company only to be scooped up by the competitors for their valuable skills and experience.</description>
		<content:encoded><![CDATA[<p>I have had a similar experience to the one described, except that this company did not even perform exit interviews. I too like the phrase "failure of organizational culture" as this is exactly what is happening at many companies. They do not treasure their employees as valuable assets to retain. Instead they see their employees as expendable assets easily replaced, which is costly to the company and demoralizing to the staff.</p>
<p>These types of companies will never retain the talent they need to succeed in the end. They may stay afloat for a while, but eventually their competitors with a better culture will "steal" their good talent and be more successful. I have seen this happen in various industries, where employees flood out of one bad company only to be scooped up by the competitors for their valuable skills and experience.</p>
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		<title>By: David Wilson</title>
		<link>http://www.managementblog.org/archives/2007/09/20/courage/#comment-3818</link>
		<dc:creator>David Wilson</dc:creator>
		<pubDate>Wed, 26 Sep 2007 07:29:03 +0000</pubDate>
		<guid isPermaLink="false">http://www.managementblog.org/archives/2007/09/20/courage/#comment-3818</guid>
		<description>I like Babette's phrase 'failure of organizational culture'.  Often I consider organizational culture just something that exists, or needs to change; but thinking about it, if the organizational culture is actually failing, there is very little an individual can do about it (a failing culture won't change, a heathy culture adapts and changes) - so it's time to leave.

I know the feeling of 'why won't they just listen?' and feeling of frustration that you haven't helped those 'left behind' by telling the management team on your way out how it really is - and them actually taking notice, but, realistically, if they were going to listen, you wouldn't be leaving in the first place.</description>
		<content:encoded><![CDATA[<p>I like Babette's phrase 'failure of organizational culture'.  Often I consider organizational culture just something that exists, or needs to change; but thinking about it, if the organizational culture is actually failing, there is very little an individual can do about it (a failing culture won't change, a heathy culture adapts and changes) - so it's time to leave.</p>
<p>I know the feeling of 'why won't they just listen?' and feeling of frustration that you haven't helped those 'left behind' by telling the management team on your way out how it really is - and them actually taking notice, but, realistically, if they were going to listen, you wouldn't be leaving in the first place.</p>
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		<title>By: Tom Foster</title>
		<link>http://www.managementblog.org/archives/2007/09/20/courage/#comment-3814</link>
		<dc:creator>Tom Foster</dc:creator>
		<pubDate>Fri, 21 Sep 2007 09:17:51 +0000</pubDate>
		<guid isPermaLink="false">http://www.managementblog.org/archives/2007/09/20/courage/#comment-3814</guid>
		<description>Babette,
Your comment is chocked full of insight.  Thank you for your contribution.</description>
		<content:encoded><![CDATA[<p>Babette,<br />
Your comment is chocked full of insight.  Thank you for your contribution.</p>
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	<item>
		<title>By: Babette</title>
		<link>http://www.managementblog.org/archives/2007/09/20/courage/#comment-3813</link>
		<dc:creator>Babette</dc:creator>
		<pubDate>Thu, 20 Sep 2007 17:54:32 +0000</pubDate>
		<guid isPermaLink="false">http://www.managementblog.org/archives/2007/09/20/courage/#comment-3813</guid>
		<description>"What should I have done instead to help them realize that working under those circumstances is not healthy?" 

You did what you should have done to help them &#38; they failed to take action. 

My further thoughts on the matter are that having similar experiences as to what works for me as an employee and what does not, such as Tom suggested, is that this is not the first incident that upset you; this would have been the final incident.  But, of course, I am speculating because my learning is to act sooner, whereas previously, I would allow things to get worse while I just continued to become more miserable. I am very quick to make those decisions now.  I have improved to where I should know within the 90 day period whether or not I will be staying with the organization based upon their culture. 
 
Secondly,warning signs are generally there; sometimes they are just ignored because as Tom also said, these decisions take a lot of courage.  An example would be how someone has been or is treating others in the organization; it could be that this was your first incident with this manager, but you likely had subconscious feelings about a treatment that others around you have received.  I have had that happen before also (and cursing was involved from my supervisor).  I was okay to remain at the job until it was my turn being the one cursed out; I did not hesitate walking out on that job.  

However, remaining in situations causing a large amount of distress are physically and emotionally unhealthy.  I personally have suffered hair loss and a serious ulcer condition from stress and depression (not at the same time).  The solution for me was in the preparation so that I am free to have choices.

Finally, failure of organizational culture will be the demise of the organzation.  Get out while you can!  You have saved yourself from the Titanic.  An example would be Home Depot.  If they cannot create a turnaround and refind their mission and re-establish their culture, they will disappear.  Enron was another example, the clock is ticking on organizations like that. If you hesitate in making a decision to leave a negative culture, think about how much more difficult it will be to find work during the panic of a sinking one.</description>
		<content:encoded><![CDATA[<p>"What should I have done instead to help them realize that working under those circumstances is not healthy?" </p>
<p>You did what you should have done to help them &amp; they failed to take action. </p>
<p>My further thoughts on the matter are that having similar experiences as to what works for me as an employee and what does not, such as Tom suggested, is that this is not the first incident that upset you; this would have been the final incident.  But, of course, I am speculating because my learning is to act sooner, whereas previously, I would allow things to get worse while I just continued to become more miserable. I am very quick to make those decisions now.  I have improved to where I should know within the 90 day period whether or not I will be staying with the organization based upon their culture. </p>
<p>Secondly,warning signs are generally there; sometimes they are just ignored because as Tom also said, these decisions take a lot of courage.  An example would be how someone has been or is treating others in the organization; it could be that this was your first incident with this manager, but you likely had subconscious feelings about a treatment that others around you have received.  I have had that happen before also (and cursing was involved from my supervisor).  I was okay to remain at the job until it was my turn being the one cursed out; I did not hesitate walking out on that job.  </p>
<p>However, remaining in situations causing a large amount of distress are physically and emotionally unhealthy.  I personally have suffered hair loss and a serious ulcer condition from stress and depression (not at the same time).  The solution for me was in the preparation so that I am free to have choices.</p>
<p>Finally, failure of organizational culture will be the demise of the organzation.  Get out while you can!  You have saved yourself from the Titanic.  An example would be Home Depot.  If they cannot create a turnaround and refind their mission and re-establish their culture, they will disappear.  Enron was another example, the clock is ticking on organizations like that. If you hesitate in making a decision to leave a negative culture, think about how much more difficult it will be to find work during the panic of a sinking one.</p>
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