"The Workforce of the Future" has focused, almost exclusively, on positive management solutions to help business leaders bring out the best in Generation X employees. In this edition, we want to give you an opportunity to learn from the four bad management syndromes most commonly complained of by Xers. Each syndrome in a different way attacks Xers' expression of individuality in their work and corresponding pursuit of Self-Building™ career-security.

Poor time-management
Some managers insist on maintaining control over Xers' time, but fail to plan time and resources so that Xers' work-goals can be coordinated with our managers' requirements. Xers want to control as much of their own time as possible. DO NOT: (1) hold onto deadlines until the last minute, making Xers wait around all day and run around all night; (2) take excessive turn-around-time reviewing Xers' intermediate results; (3) under-staff projects so that everyone is frantic until people have to be pulled away from other assignments to fill the gaps; (4) demand Xers' "face time" (late hours just because the corporate culture frowns on leaving early).

Micro-management
Micro-management reduces the hard work of two or more people to the productivity rate of one. Xers thrive as independent problem solvers. DO NOT: (1) second-guess results and halt final products by insisting on round after round of changes; (2) look over shoulders and nitpick details; (3) deny Xers any responsibility for tangible end-results; (4) devote insufficient time to your own responsibilities as a result of focusing on Xers' responsibilities.

Fear based management
Raised amidst the discourses of wellness and victimization, Xers interpret abusive managers' behavior as psychologically dysfunctional, diminishing abusive managers' credibility. DO NOT: (1) use a loud voice, insulting words, or intimidating body language to make any point whatsoever; (2) evaluate Xers' personal qualities, as opposed to the quality of their work; (3) send mixed messages by allowing personal mood swings to masquerade as spontaneous performance evaluations; (4) accept managers' unpredictable outbursts.

No feedback, no credit, no reward
Without short-term feedback, credit and rewards, it is difficult for Xers to confirm that they are not wasting their hard work and energy -- their limited reservoir of career capital. DO NOT: (1) integrate Xers' work into end-products and fail to give Xers credit for their contribution; (2) fail to provide regular, instantaneous feedback, positive and negative; (3) spotlight failure without making sufficient time to celebrate success and accomplishment; (4) rely upon formal reviews as the primary vehicle for feedback.