Magnus Marketing Blog

Whether intentional or not, some managers tend to "fall in love" with an employee and hold them on pedestals affording them attributes and importance that from my experience is generally not deserved. For some reason, the manager refuses to see shortcomings or issues that generally will manifest later and long after many of the true valued employees have departed or have been irreparably harmed by the presence of the "oh favored one". Here are a few examples:

1. At Kohl's a manager took a love to a an employee who was fast, the person was always finished in the department first, her hair streaming with sweat down her face. She would go to other sections and other departments and get done. She was the backstabber who told this manager how slow I (and others) were which resulted in a disciplinary cut hours for me and others. Now, this would be acceptable - if it were true. See, the reason why this person is so fast is that she doesn't do anything - she puts returns away for her section of the department only and simply shakes the racks into neatness - no rack integrity, no weeding of items that don't belong, no sizing or colorizing, nothing. Plus, she is negative and sarcastically biting to colleagues and customers. In fact, because she doesn't do rack integrity, anyone who follows her (next day for example) has to do it - resulting in a major slowdown and double the returns and work.
2. A manager hires his dream employee, the welcome message was over the top with joy about how the employee would change the business. She has tons of experience in the industry and worked with key vendors, plus knows people. He defended her to the gills citing her experience and knowledge and success. Although in the position for a mere matter of weeks, he said that she will be promoted into a more responsible position (based on what success measures? What revenue growth is she responsible for?). The trouble is - the company is terribly inbred which is preventing any progress to new areas of opportunity or realization of changes in the industry. Additionally, the employee has not recorded any (although titled "business development") indication of real revenue growth or impact at any prior employment siutations, not to mention the person has not stayed at a company for more than 6 months to a year - not long enough to HAVE any real impact. Red flags flying everywhere, plus she isn't as sharp as indicated - and - of course, why didn't she work at the company before - when the opportunity existed?
3. I love to talk about Hexaware and how the US Head hired a Marketing Manager who he thought was just the best, didn't like me very much. Like I say, when "oh favored one" disloyally left for a better opportunity - sulking because she wasn't promoted to a more responsible position...and I came up and worked with my boss (the one who had the right skillset to drive the business needed), the impact was significant with dramatic increases in leads and new business. I and the right fit boss drove what the company was striving for (not to mention I streamlined the marketing budget and cut fat where the prior person just added and added and added).

My last employer favored everyone but me, although my particular skillset and knowledge was absolutely critical to the success of the business. I am starting to believe the employee that is disliked is the one who will really contribute to the success of the organization, probably because they take an HONEST and counter-approach to what the owner believes and sees things without the haze of love or bias.

So business owners, managers, entrepreneurs - fall in love with your spouse - not your employee. Favor those who actually do the job, meet performance goals, show the right attitude and care about themselves and the company's success - and not just one person, but all people. Then you too, will have loyal, happy employees that will do great things for you.