PROMISCUOUS MANAGERS
There was a survey conducted recently that found that those
under 35 were far less loyal to their employers than their silver-haired counterparts.
These younger managers walk the talk: they worked for four or more companies.(1)
It wasn't the issue of jettisoning loyalty but obtaining a challenge and motivating projects that provided job satisfaction and a balance in their working lives. It gave them flexibility and were attracted to the idea of working from home, it was a quality of life issue.
Also promiscuity is not limited to the young. Managers in their late forties and older have a fair stash of managerial experience under their belts - have taken a different tack. Their now called Interim Managers.
Although some promiscuous managers practice sycophancy no matter what age they are.
Are managers still "expected" to be more loyal than the rest of staff at the detriment of their own careers to assure stability in the company even if they too will get made redundant when the changes in the business or economy requires a process of reduction in staff?
Does this theory hold true
still for CEO and Senior Managers? More so these days that they no longer see the benefit
of staying with a corporation for 10-20 years+.
The fact some managers these days might not want to stay with a company for 3-5 years unless the organisation has outstanding internal relations and excels in communicating with their staff most of the time.
What would be their most common reason for leaving?
There was a time when it was the trend to do "leaving interviews" or "exit interviews" with staff by the HR department, whereupon it would be filed in a cabinet at the bottom, under the subject heading: "never to be seen by the Chairman in a boardroom meeting as long as we both shall live" to find out the reasons for departure were:
a) boredom.
b) I don't find it an attractive environment.
c) you don't like me and I don't like you either.
d) I will not do the work for six people no matter how good you think I am.
e) the desk area wasn't big enough for the demanding work I was expected to perform.
f) the company treats efforts like a first class prostitute instead of a professional
Courtesan grovelling for a pay rise like a courtier etc., etc., etc.,
As some managers and employees are "promiscuous" to gather as much experience in their careers because the provocative job advertisements stated the required particulars they were seeking in an employee.
And the only way to acquire such experience is to become promiscuous to a certain extent as Personnel departments are aware of because they designed the system to be in their favour of those they deem as "vestal virgins" in employability so they can storm the citadel thinking they are getting value for their payroll on their terms, ie. first-time employees and graduates.
However, there are those who would perform better and are flexible by becoming either celibate (they focus on the task with unwaving loyalty) or promiscuous (they have a broad outlook called the Helicopter Management style) in the employment market if they weren't termed as "abnormal" or "diseased" and if they were allowed to work within a certain criteria without the Employment Contract weigh not to be more in the favour of a corporation nor a psychological one either; which I think is unacceptable in modern Employment Laws.
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STAR FRUIT TARTLETS: otherwise
known as promiscuous managers.
The recipe is put your experience centre stage with these dazzling exotic tartlets. They also pass the health check as their performances are high in vitamin C (this means high productivity in the workplace) because of the Passion Fruit (this means enthusiasm for the work) which is placed on top of the Fromage Frais (this means the experience they have acquired) baked with wholemeal pastry for that extra fibre (this means they have leadership qualities). And adding the icing sugar to dust on top is that they may work for you...
REFERENCE SOURCES:
(1) Management Today Magazine, May 2000 issue, Article: Promiscuous Managers page 60-61.
(2) Sunday Business Newspaper, 26th September 1999, page 20, Article: When change is just the job.
(3) Evening Standard Newspaper, 31st January 2000, Just the Job Section, page 7, Article: Is it time to cut and run.
(4) Evening Standard Newspaper, 6th March 2000, Financial Executive Section, page 44, Article: Debrief me on your way out.
(5) Evening Standard Newspaper, 17th April 2000, Just the Job, page 7. Article: We're
all quitters now.
(6) Management Today Magazine, June 2000 issue, Have You Got the Y-Factor? article written by Paul Wallace (page 72-73)
(7) Management Today Magazine, July 2000 issue,
How to Quit Well and Join Wisely article written by Winston Fletcher (page 32)
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