The responsibility to provide solid training and coaching for its people leaders, falls firmly on an organization’s leadership.

As does subsequently holding them accountable. ​

​Because the importance of an employee’s direct manager in whether employees are engaged cannot be over-emphasized.
 
In fact, according to Gallup, 50% of Americans have left a job because of their manager, at some point in their career.
 
There are, however, still unfortunately any number of bad behaviors that flourish uncontrollably in many organizations.
 
None of which should be acceptable in a healthy culture.
 
But, according to a Bamboo HR survey of 1,000 US employees, one in particular stood out as the worst, with over 67% in agreement:

A manager taking credit for their employees' work.
 
It is not only infuriating, but also trust destroying.
 
In addition to the fact that it can impact an employee’s career, since they potentially miss out on promotions and raises.
 
Because senior leaders are not aware that it is the employee and not the manager, who did the work or had the cost-saving idea.
 
Whatever the reasons for it happening, the fact that it continues means that the culture allows it.
 
Through the existence of a competitive environment, or one where employees do not feel safe speaking-up about the behavior.

But make no mistake, it is unconscionable and shameful behavior.
 
Leading to high turnover and other costly problems associated with disengaged employees.
 
So, it’s important to not allow your culture to be a place where it happens.

​There are any number of ways for leaders to build trust.
 
Which is an essential component of having engaged employees, which leads to caring cultures:

Including being open about even minor mistake or imperfections.
 
Because doing so invites reciprocity, and this two-way street is essential when building trust and forging good rapport.
 
Building an environment where people feel safe to make mistakes, take risks and speak up.

Critical for any organization that wants to be innovative and successful.
 
We are all humans, and pretending to be perfect damages authenticity, because not one of us is.
 
Being real and seen as someone who makes mistakes and has faults, makes a leader seem human and approachable.

Allowing people to, in turn, be themselves.
 
Start small with insignificant details, especially at the beginning:
​

• Saying you didn’t sleep well the night before.
• Mentioning how you were late to a lunch with a client last week.
• Talking about the great movie you watched recently.
• Admitting that you forget a prior conversation, as you’ve been so buried in another project.

 
This sets the stage for open communication, that's rooted in authenticity.
 
And a positive, successful culture, led by a real human, and not someone pretending to be perfect.