Watch Now

View samples of Fight the Undermanagement Epidemic: How to Build a Culture of Strong Leadership

Related Publication

It’s Okay To Be The Boss

It’s Okay To Be The Boss

In his best-selling book, It’s Okay to Be the Boss, Bruce Tulgan puts his finger on the biggest problem in the workplace today–an under-management epidemic affecting managers at all levels of the organization and in all industries–and offers another way. His clear, step-by-step guide to becoming the strong manager employees need challenges bosses everywhere to: spell out expectations, tell employees [more]



Fight the Undermanagement Epidemic: How to Build a Culture of Strong Leadership

Undermanagement is rampant in the modern workplace. A full 90% of all leaders and managers do not provide their direct-reports with sufficient guidance, support and coaching. And the costs are astronomical! Bring Bruce Tulgan in to present the latest research from RainmakerThinking’s ongoing Undermanagement Epidemic study:

What are the costs of undermanagement?
(HINT: There are eight costs that lead right to the bottom line.)
What are the principal causes of undermanagement?
(HINT: Seven common myths prevent most leaders and managers from taking a more highly-engaged approach to leadership.)
What challenges are leaders and managers facing in the real world today?
(HINT: The workplace is more high-pressure than ever and the workforce more high-maintenance.)
What are the best-practices followed by the most effective leaders and managers today?
(HINT: Regular high-structure, high-substance, coaching style management.)
What are the most effective ways to help leaders and managers learn, embrace, and adopt these best practices?
(HINT: Training, support, and real accountability.)
What are the best organizations doing to move their organizational cultures toward strong highly-engaged leadership?
(HINT: Making a systematic commitment to proven best-practices at every level.)

Based on our ongoing research since 1993, as well as Bruce’s best-selling books It’s Okay to Be the Boss (2nd edition 2014) and The 27 Challenges Managers Face (2015), Bruce provides laugh-out-loud stories, poignant insights, and concrete takeaways for leaders at all levels. Bring Bruce Tulgan in to your organization to present on our latest research and start fighting the undermanagement epidemic in your organization!

Download PDF

Additional Details and Learning Objectives

In this program, participants will learn:

  • Basic diagnostic framework to understand and identify the signs, symptoms, and costs of undermanagement
  • The causes of undermanagement
  • Exactly what employees need from managers in order to succeed
  • Exactly what managers need from senior executives in order to deliver what employees need
  • Strategies and initiatives: Options and next steps

Are leaders and managers in your organization strong and highly-engaged? Are you sure?
Where in your chain-of-command does the communication alignment break down? Wherever that is, you will find under-management.
Where does execution break down? Wherever that is, you will find under-management.
Do too many of your leaders and managers feel they don’t have enough time to manage their direct-reports?
Do they avoid interacting with some employees because they hate the dreaded confrontations that sometimes follow?
Does your organization have some great employees you really cannot afford to lose?
The leaders, managers and supervisors throughout your chain of command are very likely under more pressure than ever before: There’s no room for down time, waste, or inefficiency. You have to do more with less. And employees have become high maintenance. Employees look to their immediate boss to help them get what they need and want at work.
How do your managers tackle these huge management challenges?
If your managers are like most managers, they are probably stuck in this vicious cycle: They feel they don’t have enough time to manage, so they try to “empower” employees by leaving them alone. They “check in” and “touch base” and their doors are “always open”… until something goes wrong. Then the manager goes into firefighting mode… until the fire is out… Now the manager has even less time… So the manager goes back to being hands off… until the next fire.
What can you do to help your managers break this vicious cycle?
Bruce will share what he has learned from working on this problem for nearly two decades.