Several years ago I was contracted to provide human resources consulting services to a retail furniture company on the near westside of Chicago. It was privately owned, employing 21, including a sales force, shipping/receiving and administrative personnel. The owner complained several employees showed no enthusiasm for the job, were late, or would simply not come to work or even call in sick. The owner was convinced I could do nothing for him. I stated my belief most human beings have a desire to excel in life, and that what the workforce might need is an opportunity to 'blow off steam', and make suggestions that may improve their feelings about the job. The owner contracted me to help improve workforce productivity.

After several days of group discussion sessions, confidential individual interviews, surveys and analysis of personnel files, I was prepared to submit my final recommendations to the owner. It included proposed changes to employee break periods, instituting an employee health insurance plan, a cleaner break room and employee bathrooms. A supervisor unexpectedly approached me. He said the staff appreciated my confidentiality and efforts, but that no matter what was suggested unless management changed its ways none of the changes would make the working conditions any better. He left me with the comment, 'where goes the head so goes the body'. At first, I was confused. I then remembered the owner's perceptions of his employees. Throughout employee sessions there were occasional comments about how the owner and his son would treat employees unfairly. They showed favoritism. Some employees could be late for work, and nothing would be said. Others would be chastised right there on the sales floor. In addition, the nephew had a drinking problem. He would go down the street during break time and have a couple of drinks and then return to the job. He was never reprimanded for this behavior.

I was then forced to re-evaluate my report. I decided these matters had to be addressed directly with the owner. I came away with a deeper appreciation for the values of being a good supervisor. And if you have similar problems then consider some of the traits of excellent supervisors, managers and business owners: