But according to former IBM executive staff Andrew O’Keeffe, most organizations avoid internal fixation of the greater restraint on their activities – lifting capacity of their leaders and managers to their responsibilities of people. O’Keeffe is the author of the new novel, The Boss, of Green Leaf Book Group Press (www.hardwiredhumans.com). He believes that business leaders and HR professionals to their employee / employer relationship, because they do not recognize the obvious – that this is a question of dealing with difficult things imprint bosses. Many organizations prefer to sweat the small stuff.

“There is a light that is switched to a” blind spot, “said O’Keeffe, who also a consultant in human resources.” We do not know or do not recognize that the relationship of people with their boss is emotional. We have witnessed the issue of management if he is rational – it is not. It is emotional. When you ask people about their boss, as I did, you get an immediate emotional reaction – good or bad. I rarely have a neutral reaction. ”

“The reason I wrote The Boss as a novel based on true stories to demonstrate that the relationship between people and their boss is emotion, and that the relationship has a major impact on the populations of the mind and the production .

O’Keeffe believes that companies can systematically improve the quality of managers in their organizations and reduce the negative emotional reaction and undermine the strength of its staff by five simple rules.

• Creation of a “possible” to use – for managers to do their work, their role should be structured so that many people for them. More than nine people in difficulty in obtaining managers. In addition, organizations should establish clear expectations and to define what constitutes a success for the manager in the eyes of senior management.
• Well Location – rental is 90 percent successful, we must not allow middle managers to appoint lower level, without consideration. Use the recruitment not remove the caliber of your managers and they have the skills.
• Give them Tools – Provide managers with no-nonsense and not too complex leadership tools (for the recruitment of staff, coaching staff, planning and evaluation of work, implementation and management discussed developing pay and rewards).
• Investing in skills development – By definition, most managers are appointed to their roles on the basis of their expertise. However, the extent of their role is more complex and unpredictable and that the area where they are least prepared. It is a denial of the reality of the happiness to think that managers are equipped to manage the people aspects of their role simply by the appointment of their role. There is a desperate need for skills – management, ideas, concepts and practices. If we run leadership programs that administrators are often valued for the first time in their lives, they get the indices are the most difficult part of their work.
• Hold managers accountable – Senior leaders need to know who the leaders are people of their responsibilities, and those who are not. In addition, they need to grow and help those left behind. Organizations must have a feedback loop – as the commitment of staff to examine their leaders, “jump” of interviews with officials, and “moral comments” HR. Responsibility for the testing of an executive officer is: “What the manager in your organization to be moved from their role as manager?” The answer to this question described the culture in your organization and the quality of the management of your organization.

Each day, the event handlers at work these moments that their relationship with their staff (including project reviews, team meetings, performance appraisals, pay more). How managers respond to these events, leaders their authority – as the managers of these events are over, their authority is strengthened leadership, but if it is bad leadership authority undermined – by their own actions.

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