Damien McCarthy

Good morning, Clare.

You'll have to ask my employees.

Yeah, that's actually a good point.

It's a point I would make as well, that if you have a boss or a manager with a team of 30 people, 29 might think they're great.

And there's one employee who will brand them as a bad boss.

OK, so I suppose the point I would make is bad boss is fine.

You know, they get the slack.

OK, they're in the managerial position.

Sometimes they have bad bosses over them as well.

So that can be a factor.

And sometimes there are, believe it or believe it not, bad employees.

OK, but there is no doubt.

And, you know, when I was looking at this, I came across a startling stat, which I think is incredible by the Chartered Management Institute, which tells us that 82 percent of managers in workplaces are accidental managers.

Yeah, and it's the classic kind of, I suppose, when we were going to college doing our HR exams and so on, you know, the engineer was always used as the example.

You know, you had your wizard of an engineer, a great performer, knew what they were doing, and then they get promoted to the people management position or the supervisor of the factory or whatever.

And it all goes wrong from there.

Now, why does it go wrong?

Number one, they may not be the right person for the job, but maybe the company S man or the company S woman, you can rely on them, you can trust them so they get the promotion.

And rewarding by promotion and that brings the bigger salary and so on and that's how they grow.

Okay, that's fair enough.