The situation: In today's workplace we've got a number of dynamics operating that create trials and tribulations for managers.

1. Disruptive Demographics -- there are now a wide range of age differences in the typical workplace. Managers have to work with Employees from age 20 to 75. Managers may also be managed by a boss who is 10 -15 years her/his junior. Each generation has its own peculiar ways of expresses what they want from the company, the manager and life in general. An employee who is 70 years old has seen lots of economic disruptions, a seemingly increase in war activities, both traditional and terrorist types. A 20 year old has never seen a major war, is now in the throes of a major economic disturbance that s/he has not be prepared for and is connected to the virtual world that most of the rest of the population can't understand. S/he lives is a world threatened by terrorism at home and abroad.

Christmas 2009 heightened everyone's terror in the skies over Detroit. Managers are faced with a returning, anxious workforce whose holiday relaxation has been deeply disturbed.

2. Cultural Diversity -- every organization is a microcosm of our world. All sorts of cultures -- with their differing, often conflicting, values, expectations, and language differentials -- present managers with challenges for which they are mostly unprepared.

3. Psychographic Variables -- are any attributes relating to personality, values, attitudes, interests, or lifestyles. Fifty years ago our workplace was relatively homogeneous. Now managers are faced with a potpourri of differing personal variables, all the while trying to get the job done.

4. Poorly Educated People -- including those with the highest level of attained degrees who cannot write a business letter, deal with conflict in the workplace, are ill-equipped to handle the demands of being productive performers. More than 27 million Americans over age 17 are functionally illiterate. They can't read or write well enough to meet the basic needs of everyday life and work. More than 72 million Americans are either functionally or marginally illiterate.

5. Mental Health Issues -- depression, casualties of sexual and other kinds of abuse, addictions of various sorts arrive at the doors of business everyday, confronting managers with seemingly insolvable human problems.

6. The Collapse of Trust In Management -- The banks, Wall Street, Bernie Madoff who made off with millions -- have engendered an already fragile trust of anything management by employees. The resulting fear, uncertainty and doubt in people's minds leverages the insecurities stirred by the other five events outlined above.

The result of all of this: Everyone is looking for ethical, authentic leadership. No one wants to be managed.

The contract: When you accept leadership, you also agree to be managed. When you take on a leadership role, you must also manage people.

Operating Principle: When working with people, there are no guarantees -- except one - people will act.

Managers who are bombarded by these issues are reeling as they attempt to fulfill their roles for which, mostly, they have not been prepared.

There are some relatively straightforward things a manager can do to make a huge positive difference.

First and foremost: The one strong internal ethic that a manager must build on in this uneasy cultural environment is the respect for the humanness of each individual. This ethic is key to everything. Without this respect you will fail because people will not follow you.

Here are some principles of engagement:

1. Your followers want you to help them succeed. Nobody wants to be a loser.
2. Your team members want you to help them live their core values. Your job is to help them see how they can do that by being part of your team.
3. People want you to do no harm. That means you create a context in which they are safe from "The Powers that Be." They expect you to deal with bad behaviours of fellow workers.
4. Team members want to be treated "fairly." You can only do that when the ground rules and expectations are clear.
5. People want you to be consistent, which does not mean doing the same thing all the time. It means operating on the same core principles in differing situations. This, by the way, makes managing people really straightforward -- not easy - but uncomplicated.
6. Your followers want to know that you have the competencies required to make the best decisions in the present circumstances. They want you to consider their input. You as leader/manager then decide so they can follow you on whatever course will achieve the best outcome for them.

When you are leading/managing people based on the above principles it increases the probability that the negative influences, and personal dysfunctions will play a lesser role in people's behaviours.

The objective: people will discover that there is nothing wrong with them that what's right with them cannot overcome.

Human Principle #2: We behave in our best interests when we:

* Increase our competencies;

* Are aligned with our personal and business values; and...