Which action is least likely to gain a supervisor's cooperation of his staff?

Which action is least likely to gain a supervisor's cooperation of his staff?

• A. Expect subordinates to be equally competent.
• B. Consult staff on decisions.
• C. Recognize individuals' contributions publicly.
• D. Provide training opportunities.

Answer: (A)

Cooperation from staff grows when a supervisor respects individual differences and actively supports their growth. Expecting subordinates to be equally competent treats everyone as if they have the same skills and knowledge, which isn’t realistic. This approach can undermine motivation because staff know they have unique strengths and weaknesses, and insisting on equal competence can feel like the supervisor doesn’t value their actual abilities. It can create frustration, reduce initiative, and lessen willingness to go the extra mile. In contrast, consulting staff on decisions invites input, making people feel heard and invested in the outcome; their buy-in increases cooperation. Publicly recognizing individuals’ contributions reinforces positive behavior and boosts morale, signaling that effort and achievement are valued. Providing training opportunities shows a commitment to developing skills, which helps staff feel competent and supported in their roles. All of these tend to foster a cooperative, proactive environment. So, the action least likely to gain cooperation is insisting that subordinates be equally competent, because it ignores real differences in ability and can erode motivation and trust.

Cooperation from staff grows when a supervisor respects individual differences and actively supports their growth. Expecting subordinates to be equally competent treats everyone as if they have the same skills and knowledge, which isn’t realistic. This approach can undermine motivation because staff know they have unique strengths and weaknesses, and insisting on equal competence can feel like the supervisor doesn’t value their actual abilities. It can create frustration, reduce initiative, and lessen willingness to go the extra mile.

In contrast, consulting staff on decisions invites input, making people feel heard and invested in the outcome; their buy-in increases cooperation. Publicly recognizing individuals’ contributions reinforces positive behavior and boosts morale, signaling that effort and achievement are valued. Providing training opportunities shows a commitment to developing skills, which helps staff feel competent and supported in their roles. All of these tend to foster a cooperative, proactive environment.

So, the action least likely to gain cooperation is insisting that subordinates be equally competent, because it ignores real differences in ability and can erode motivation and trust.