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Jan 1, 2016
This article is part of a series called Classic TLNT.

Editor’s NoteIt’s a TLNT holiday tradition to count down the most popular posts of the year. This is No. 5 of 2015. Our regular content will return next Monday, Jan. 4, 2016. 

I’ve never met a manager who intended to demoralize their staff.

Many do, but that’s not their intention.

In talking with them or those who report to them, what surfaces are habits, attitudes, practices, and skill deficiencies that lead their employees to disrespect, disengage, and decide to leave them for more pleasant environments.

When an executive at the top of the organization notices that a manager is struggling to keep good people and suggests that manager come to us for communication coaching, it doesn’t take long in our interviewing process before we observe troubling communication habits. Similar stories appear with regularity.

The big contrast in management styles

Personal stories (often from the perplexed managers themselves trying to pinpoint the reason for their ineffectiveness) present striking differences in two categories of people.

This article is part of a series called Classic TLNT.
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