Offices are reconfigured every few years from private offices to cubicles to open space. Ergonomic consultants rearrange the height of computer work stations: lighting is studied, and office temperatures vary depending on the time of the day.

Without question, each and every one of the above activities has value. Each contributes to positive change (at least in the short term) in the eyes of employees. The perceived benefit in the eye of the employee is where the intended long-term relationship building and mutual commitment are diluted.

Notwithstanding the irresistible appeal of instant wealth created by successful IPOs, or some unusual perk whose continuing value is several standard deviations above the market, employees remain (and conversely leave) their place of employment primarily due to the quality of their relationship with their boss.

• pay
• job security
• relationship with boss
• technology
• advancement opportunities
• perks
• work environment
• other

The attendees were from various companies and cities, were in the managerial, professional and paraprofessional categories and were being prepared for positions of increased responsibility. The survey was a paper/pencil survey with anonymity ensured. In order to further protect participants from being impacted by any prejudice of materials to be discussed by our presenters, the survey was presented prior to any discussion on the subject which we describe as the The Incontinent Boss. This refers to a manager whose personal needs and ambitions take precedence over those of the organization and employees. In addition, the agenda was not made public so as to avoid participatory bias. The results were startling:

With an extremely tight labor market, unemployment is less than 2.0%. Employers creatively construct wage, perk, educational and other programs to retain the best and brightest. That is whom we surveyed: the best and brightest slated for upward mobility and more responsibility. So what is the common thing that motivates them to pursue another career opportunity?

Not surprisingly, a common thread is exasperation with their former boss' interpersonal communications skills. In addition to the usual recognized deficiencies of truth bending, political intrigue, and the little white lie phenomenon, we found that many superiors both neglect and avoid communicating substantive information to groups of employees. While bosses pass along good news or discuss a company's mission with select individuals, there is a prevalent absence of interaction of senior management with the general employee population.

Executives tell us they do not have enough in common to know what to say to the average employee. They say employees do not need to know what is happening, that employee meetings are a waste of time and that employees are motivated only by money - so why bother? These excuses can be traced to the leader's well disguised lack of self confidence. In front of clients and behind their software analytical tools they are superb. In front of a group of employees, whether at a company wide meeting or leading a discussion with five or six managers, they melt and shrink.

The consequences to the company? Other bosses and team leaders model this behavior. They communicate only on a need to know basis. As meaningful communication slows to a trickle, employee dissatisfaction increases. The best and brightest grow exasperated at fighting the system and quietly, without fanfare, head to the exits. Their real reason for leaving rarely shows up in exit interview statistics. Instead, these employees site reasons such as "found a better opportunity" or "more pay". This clouds over the true rationale and provides cover so the individual avoids burning bridges on their way out the door.

Lack of involvement leads to unease, distrust and eventually the employee feels they have been victimized. Facing employees on a timely basis, and conducting a discussion directed at solving a problem leads to trust and mutual respect. Avoidance of confrontation mires both parties in a quicksand-type environment where both want to resolve the difficulty at hand but are unable to bridge the canyon of uncertainty.

Summarizing, those who supervise others need to step out from their offices or cubicles and regularly dialogue with the mass of employees. State of the company meetings, announcements of new client accounts and visions of the future are invaluable communication actions that can contribute toward retaining and motivating the superior performers. In addition, problems must be dealt with it on a timely basis using specific data. When employees see leaders wage personal attacks and avoid discussions, they respond with silent compliance and, eventually, a silent exit to another opportunity.

First published on April 3, 2000.