Sexton says this is because it conveys a message to the underperforming employee that they are not important. “Think back to kids,” he says. “When kids are naughty and their parents don’t respond, they think they are not loved. Feedback makes people feel appreciated.

“Staff wan’t to know, did I do that well or what do I need to fix, but are unlikely to ask. Leaders must take the lead. “If someone does a bad job, you need to say, look Bill, I am not happy with that, so let’s talk it through and let’s see what we need to change to do it better next time,” says Sexton.

3. Listen to me, and show that you respect my input into decisions

Input is both a formal and informal process, says Sexton. “Real ideas about improving processes or reducing waste can only come from the people on the front line, doing it,” he says. The process of coming up with innovations is ongoing.

“If the ideas are adopted, then there is pat on the back,” he says. “If not, you say, Charlie thanks for that, we are not in a position to adopt that idea now, but we really appreciate your input. Otherwise, the ideas just dry up.”

If the company needs to make a major change, the whole team should be approached for input. Leaders need to explain that they want to make a change, and why, and then open up as to how best we can achieve these outcomes. “If they are participating, they are part of the solution and we are all in this together. If you say, we made a decision and you will comply, it creates a situation of adversity and conflict.”

During the GFC, many companies found that staff preferred to drop hours across the board than see some people lose their jobs entirely.

Leaders can offer alternatives that enable the workforce to decide their future, consider new models of work, new approaches to common or familiar issues and invite the thoughts and inputs of all to build a future that helps everyone, the report suggests.

4. Treat me in a fair and even-handed way, and make reasonable demands

The survey notes a substantial shift in what makes an employer of choice – from altruistic and principled considerations of prospective employers to one of high personal interest and self-gratification. “Individuals are now shopping for their workplace on very personal grounds and have a strong focus on ensuring they look after themselves when it comes to work,” the survey reports.

“Employees today are savvy and worldly,” says Sexton. “If they have a boss that gets the best out of people, who has no favourites, so anyone who does well gets same recognition, not one gets the shit jobs all the time, then if the managers says guys we are 20 behind on this shift and I need you to hike it up for the next two hours to make our targets, the staff are going to think, that’s fair enough.”

Unfair criticism kills innovation, says Sexton. “One of the things we found is that if I am out there and you are asking me to be innovative, responsible, doing new stuff, then I make a decision and take action and it doesn’t work, I need to feel you are going to support and help me find a better way, rather than jump all over it and sacrifice me.

“It’s like when you have teenage kids, and they try something out. If it does work, you say next time try this, or have another go. You don’t say: you are a loser!”

5. Trust me with challenging work, and coach and develop me.

There are two parts to career development: one is about a person’s title and the other is about training.

The survey found 84% of all participants would prefer to develop their careers with their current employers, but 60% believed this was possible. Says Sexton: “They don’t think it is possible because they never talk about it. People see career development, that means I could be looking for a payrise, I increase my value to this organisation or to the next one.”

Managers tend to fear developing talented staff, he says, worried that they will leave, show up the manager, or ask for a payrise. Sexton has little truck with this attitude and says that it is a major factor that is holding back productivity.

“None of those three issues have a place in leadership thinking,” he says. “There is an old saying that only a manager who makes themselves unnecessary is indispensable.”

Source: Leadership Management Australasia 2012

Survey details

Total participants: 3831

Organisation type

Government/quasi (18%), Public company (24%), Private company (47%), Franchise (3%), Not for profit (5%), Other (3%)

Location

Metropolitan Australia (65%), Regional Australia (25%), New Zealand (10%)

Gender

Leaders – Male – 71% / Female – 29%

Managers – Male – 65% / Female – 35%

Non-managerial Employees – Male – 66% / Female – 34%

Age

Leaders – U/35 years – 10%, 35-44 years – 26%, 45-54 years – 35%, 55+ years – 29%

Managers – U/35 years – 21%, 35-44 years – 30%, 45-54 years – 34%, 55+ years – 15%

Non-managerial Employees – U/35 years – 36%, 35-44 years – 31%, 45-54 years – 24%, 55+ years – 9%