Catching problems early is important to managers, and the best way to find out about developing headaches is to have subordinates tell you. This depends on candor and trust, but both have strict natural limits. Managers must carefully nurture trust and be aware of the six areas critical to its development: communication, support, respect, fairness, predictability, and competence. But managers must also watch for telltale signs of trouble. Managers must develop a communication network based on properly using, spreading, and creating information.
When workers withdraw commitment to their jobs or allow resentments toward bosses, subordinates, and others to grow and fester, it isn't because bosses are power hungry or subordinates naturally rebellious. Conflict and misunderstanding usually arise because of power differences. Many managers can't see how their behavior toward subordinates and superiors alike is distorted by hierarchical differences. Because they are masters and servants of power, one might expect that they could transfer their experience from one role to the other. In reality, few managers link their experience as superiors and subordinates or change their behavior in response.
Often an executive blames a stressful work situation and lack of time for his or her unsatisfactory home life. These can be the cause, but they are frequently alibis to cover up much more personal factors. To improve their situation, executives need to establish clear, concrete, and achievable goals and to monitor the achievement of these. Projects should be modest, yield results that are both measurable and fun, and involve another person to help the executive persist. Authentic behavior and clear communication, together with imagination and playfulness, are the keys to a satisfying life at home.
A study of more than 2,000 male executives and their wives over a five year period indicates certain factors which affect the ability of executives to have meaningful private lives. On-the-job frustration, self-doubt, and unfinished business cause emotional spillover into private life. This spillover manifests itself through fatigue, tension, and worrying. Major causes include the problems of adapting to a new job, the lack of an appropriate fit between a person and his job, and career disappointments.