Many Learning-org listers have written eloquently on this important topic,
with suggestions of ways by which managers can provide positive leadership
to all their reports regardless of personal like and dislikes of the
individuals. Several have suggested that it is not always possible to be
completely even-handed in these situations.
I believe that one of the critical requirements of any supervisor of
people is vigilance - awareness that we all tend to carry biases in
dealing with people, and that we need to work hard at avoiding acting out
these prejudices to as great an extent that is possible. I have known
managers who hired, fired, and promoted and demoted people on little more
grounds than their likes and dislikes. These were invariably poor
managers.
But the fact remains, I believe, that quite apart from likes and dislikes,
we are able to work with some folks better than others. Often we can't
define why these relationships differ, so we call it "chemistry".
Frankly, I have found 'bad chemistry' more difficult to overcome than
liking or disliking someone. As a young manager I had one employee with
whom I was never able to establish a positive rapport. We communicated
poorly with each other. Neither of us was very helpful to the other. There
were no serious problems. The work got done. Customers did not complain.
But I know that we could have done better had we both been on the right
wave length. I think with more experience, I would have handled the
situation better today. But I did not dislike this person in any way.
Brock Vodden - Vodden Consulting
"Where Systems and People Meet"
Serving South Western Ontario
brock.vodden@odyssey.on.ca
http://webhome.idirect.com/~gsimons/Vodden.html
--"Brock Vodden" <brock.vodden@odyssey.on.ca>
Learning-org -- Hosted by Rick Karash <rkarash@karash.com> Public Dialog on Learning Organizations -- <http://www.learning-org.com>