Why unqualified managers are harmful to employees – Part II

Many books and articles have been written about management styles, team building and motivation and whatever comes with being a good manager. Unfortunately, too many people think they are good managers when in reality they aren’t. Just reading a book or an article does not make one a good manager. Even worse, just years of “experience” as a manager will not turn an employee into a good manager.

Some people just don’t get the concept of managing a team and what needs to be done to build and manage a team for long-term success. I am not sure if it is the feeling of power and control that turns these people into bad managers or if it is really just the lack of management skills, or a combination of both. What is worse is if you have bad managers managing each other. The debris literally drips down from the top and trickles down to normal employees who are just trying to do a good job.

Example of bad managing

Here is an example I ran into when talking to a few people that I know. A team leader was promoted to a manager for a larger group of people. I will call this manager Sam. You could already tell there was a disconnect happening because that individual’s behaviour changed immediately.

There has to be a certain separation between managers and employers to make this type of relationship function, but in this case the new manager completely separated himself from anyone up to the point to ignore people who greeted him in a friendly manner in the hallway.

The manager completely lost touch with his employees – only concentrating on the newly-inherited power and control. Things went along alright, not good, but alright. For whatever reason, the manager above this new manager moved up the chain and so did the new manager – even more separation between him and the employees.

However, the new manager failed to fill the now empty management position underneath him for a while and “managed” shop by himself with practically no guidance or direction from above because that manager was only concentrating on his own wellbeing.

Time went by and employee moral started dropping. A ship with no guidance will sooner or later hit rough sea or run into ground and this specific “ship” was well on its way to do so. Finally, the manager realised something was not going well and so he installed a new manager under himself.

Instead of fixing the issue a new manager was brought in to keep things under control. I call him Ron. Unfortunately if an unqualified manager makes hiring decisions, those hiring decisions reflect the lack of leadership and management skills. It’s kind of like a chain reaction.

Bad managers hire bad managers and so on. The newly-hired manager did not have the right skills either and so things got worse. Some employees made the attempt to communicate and to point out issues so that they could get addressed, but the new manager did consider these recommendations a threat to his management style and a couple months later layoffs started happening and people who had stepped up earlier in an attempt to save the ship (responsible acting employees) were given the boot.

After the layoffs the existing workload for the remaining employees increased and everyone worked more hours. To further tighten control the new manager removed certain parts of flexibility (less work from home options, no compensation/time-off for excessive over time, etc.) from work schedules to “make sure” that employees would be dedicated to work. Again, no leadership and direction anywhere. The vacant positions were not refilled and new projects added to the overall workload of the employees. Employee morale continued to drop and one can imagine that this reflected on work results and timelines.

Due to project timelines slipping and other visible issues of things not going the right way, Sam and Ron decided to re-organise the department. But common sense was not part of the deal and existing groups were split based on people and not based on tasks and responsibilities. Suddenly you found new groups with responsibilities assigned to them, but no team member having matching skills because the person who had the right skills and expertise was moved into a different group.

Again, the workload for everyone increased dramatically because employees not only had to cover existing tasks and projects, they also had to fill the gaps that Sam and Ron had artificially created. Employee morale tanked and sure enough people started looking for new employment outside of the firm.

The first move happened and actually two employees resigned in one week. They were not immediately replaced and workload for the remaining employees increased. Some contractors were brought in, but nothing permanent. Additional projects were added and the contractors mainly turned out to be useless.

Additional employees were looking for work outside of the company and just five weeks after the first two employees had left the next two resigned in the same week. A junior level person from a different department was brought in to partially replace one of the senior people that had left.

Upper management (who I call Sarath) took notice and asked those employees that had resigned for feedback (honest feedback) and they spilled the beans. HR also contacted the employees who had left weeks earlier for feedback and those former employees also spilled the beans. One would think that someone would finally take action and at least look at the situation, but apparently all managers are looking the other way.

At the moment a large number of employees is actively looking for work somewhere else and the knowledge that has walked out the door and will walk out the door will put a big dent into the ability of the department to function and can also hurt the company a lot (please note that I have used fictitious names to protect the identity of the managers).

In this example there is a clear pattern of how bad managers can easily destroy a well-functioning team. It also shows that these unqualified managers do not have the proper understanding of how to correct a bad situation. I have such situations before and it often takes an exodus on employees to leave for greener pastures and then someone finally to step up to the plate and to get rid of the bad managers and start from scratch.

The financial damage can be significant. But even worse – the reputation of the firm in the “employee community” gets damaged too, and that will reflect on who is eventually willing to work for this company again. To get superstars and senior employees back in the firm will have to pay above average salaries.

I mentioned the word chain reaction before and this is what it is. Put one unqualified manager into a position where he or she is not guided correctly and that one bad manager can destroy teams at will.

What can we do about a bad boss?

So, as a person reporting to a bad boss, what do you have to do since you can’t just call it quits?

nCommunicate – It will be hard to do this face to face, so find the perfect time to show your empathy with the manager and your good intentions. Choose your words carefully and point out what you think he/she might be doing wrong without sounding like the authority. Avoid accusations, point out his/her strengths, highlight the issues from your angle, and then offer solutions. Let him/her know that you are willing to support him/her.

nProvide relevant information, resources and offer the tools. Give the manager the tools to help bring about a change.

nIf as a staff, you’ve done everything without making a dent, and your work life is affected, maybe it is time to move on.

Recommended approach to the unwitting bad boss

nTalk to this boss. Tell him what you need from him in term of direction, feedback and support. Be polite and focus on your needs. Telling the boss he’s a bad boss is counter-productive and won’t help you meet your goals.

nAsk the manager how you can help him reach his goals. Make sure you listen well and provide the needed assistance.

nSeek a mentor from among other managers or more skilled peers, with the full knowledge of your current manager, to enlarge your opportunity for experience.

nIf you’ve taken these actions, and they haven’t worked, go to your boss’s manager and ask for assistance. Or, you can go to your Human Resources staff first, to rehearse and gain advice. Understand that your current boss may never forgive you, so ensure you have done what you can do with him, before taking your issues up the line.

nYou may never hear what the boss’s boss or the HR staff did to help solve your bad manager’s behaviour. It’s confidential. But, do allow some time to pass for the actions to have their desired impact.

nIf nothing changes, despite your best efforts, and you think the problem is that they don’t believe you, draw together co-workers who also experience the behavior. Visit the boss’s manager to help him see the size and impact of the behavior.

nIf you think the problem is that your boss can’t – or won’t – change, ask for a transfer to another department. This recommendation presumes you like your employer and your work.

Bad decision-making processes that affect employees badly

Managerial decision-making affects employee morale and has a direct effect on employee retention. Bad decision-making can not only cause problems with the employees, but it can also have a negative effect on the company’s bottom line. By understanding the bad decision-making processes that have a negative effect on employees, you can create more effective managerial training programs.

Bias: A manager’s bias, when used in the decision-making process, can put the wrong employees in positions of authority and create a lack of confidence among other employees. If a manager is delegating responsibility based on her personal preferences, then it ignores whether or not employees are qualified for the tasks. When a manager asks unqualified employees to perform duties because they are friends, then it can make the qualified employees feel that the company is incapable of properly utilising personnel resources.

Lack of planning: An important part of the decision-making process for any manager is planning each step carefully. When a manager makes decisions based on instinct rather than analysing a situation to find the best possible decision, then his staff comes develops a lack of trust in that manager. Productivity is slowed because employees are reluctant to follow the lead of a manager who acts on decisions with a decided lack of planning.

Lack of vision: In order for a manager to create effective plans for the company’s future, he must have the vision to see where the company is headed. Basing all decisions only on incidents in the past does not take into account new information and the trends that can dictate the buying patterns of the marketplace. A lack of vision can result in adequate immediate decisions being made, but it will lead to a poor planning process for any decisions that will affect the company’s future.

Interaction: The decision-making process, in any managerial capacity, involves the interaction of the people who will be affected by the decision. Without getting input from those affected, the manager has no way of knowing if the decision will be accepted and acted on, or if it will be rejected outright. A manager who makes his/her decisions on his/her own, behind a closed office door is creating an atmosphere of alienation that can lead to employee turnover and a drop in productivity.

Take advantage

Your situation looks far worse than it is. Don’t be so quick to take the first new job you can find just to get away from your boss. Learning to adjust could be a career-enhancing experience. Incredible as it seems, your boss’s ineptitude could be a blessing.

For example, you have the chance to stand out by becoming an asset to your boss. The more you do and accomplish, the better it looks on your resume. It also scores points with management and potential employers.

Try these strategies for turning unfortunate circumstances into an advantage:

Cover in a crisis: If your boss is away on a business trip or vacation and an issue requiring instant decision-making arises, you have two choices: either turn the problem over to a senior manager or make the decision yourself. Calling in senior managers makes your boss look bad. If you’re confident you can take over, you’d be wise to make the decision. Remember: Heroes are born in crisis situations.

Compensate for deficiencies: It’s to your advantage to discover your boss’s weak spots and help him in those areas. You want to be part of a winning team, and your boss is this team’s captain. You will get much further in a company if you associate yourself with successful projects. For example, an incompetent boss will struggle with complex ventures. Guide him through until everything is completed. You’ll look good by making your team look good.

Beware: Watch what you say about your boss. It’s very easy to complain and vent frustrations about your less-than-qualified boss to co-workers. Without realising it, you could be talking to the boss’s good friend or someone who wants to score points with him. Keep your opinions to yourself.

Cope with five boss personality types

1. The Authoritative Boss (e.g., Don Draper, ‘Mad Men’)

The authoritative boss is the ultimate risk taker and has a flair for drama. On the downside, he can be a poor communicator. He’s creative and perceptive, but he’s also suspicious of others.

“Most important is to acknowledge how clever they are, how they seek justice and how they find really good shortcuts to get the work done,” says leadership and communication expert Sylvia Lafair, author of ‘Don’t Bring It to Work’.

Lynn Taylor, author of ‘Tame Your Terrible Office Tyrant’ and CEO of Lynn Taylor Consulting, suggests that when dealing with someone who is suspicious, you should “get specific” and allow little room for misinterpretation. She also suggests putting communication in an email to prevent miscommunication.

2. The Narcissistic Boss (e.g., Miranda Priestly, ‘The Devil Wears Prada’)

The narcissistic boss is hugely self-entitled – often justifiably so. She puts herself on a pedestal far above subordinates, of whom she is ruthlessly critical. She does not welcome feedback and has little empathy.

Taylor recommends using what she calls the “CALM” method (Communicate, Anticipate, Laugh and Manage Up) with these bosses.

“Communicate frequently, honestly and regularly with aggressive bosses, so you understand what’s behind all the blustering,” she says. “Anticipate problems before they occur or become more stressful [and don’t encourage a tantrum with bad timing, either]. Taylor also suggests laughter. “A little levity goes a long way when tensions are running high,” she says. “Manage up by being a role model of good behaviour, using positive and negative reinforcement as you would with a child.”

3. The Everyman Boss (e.g., Michael Scott, ‘The Office’)

This boss is likable enough, but he’s sometimes inappropriate. He manages from the gut, and he’s just too wishy-washy to lead effectively.

Janet Civitelli, workplace psychologist at VocationVillage.com, says one of the best strategies for dealing with an indecisive boss is to train him into realising that decisions aren’t so scary. “Indecision often stems from fear of making a mistake or looking bad, so try to find ways to help your boss shine,” she says.

Vicky Oliver, author of ‘301 Smart Answers to Tough Business Etiquette Questions,’ suggest using your boss’s lack of leadership abilities as an opportunity for yourself. “Take the lead in the discussion, but stay detached from any particular outcome,” she says. “Use logic, rather than unbridled passion.”

4. The Autocratic Boss (e.g., Vito Corleone, ‘The Godfather’)

Regardless of his physicality, Lafair describes this boss as “large and in charge.” He is cruel (even a bit of a bully) and sometimes very frightening.

“The best way to handle these bosses is to let them know you appreciate how they have situations under control,” Lafair says. “[Demonstrate that] you’re willing to be another pair of eyes, so that when chaos and anxiety are stirring, you can be available to help find ways to calm situations down.”

5. The Pace-Setting Boss (e.g., Donald Trump, ‘The Apprentice’)

This is the boss who creates a competitive environment at work. He sets very high goals and standards – and is very demanding of employees.

With a boss who sets hard-to-achieve goals, ask for as many details as possible, says Andy Kanefield, co-author of ‘Uncommon Sense’. “Ask for details about what it means, what the steps look like, who they’ve seen that has done it well,” he says. “Try to get a picture of what success looks like.”

Then, Lafair says, you should acknowledge how much you appreciate those clear goals -- “and then the great policies and procedures fall into place.”

(The writer is the Managing Director and CEO, McQuire Rens & Jones (Pvt) Ltd. He has held Regional Responsibilities of two Multinational Companies of which one, Smithkline Beecham International, was a Fortune 500 company before merging to become GSK. He carries out consultancy assignments and management training in Dubai, India, Maldives, Singapore, Malaysia, Indonesia and Bangladesh. Nalin has been consultant to assignments in the CEB, Airport & Aviation Services and setting up the PUCSL. He is a much sought-after business consultant and corporate management trainer in Sri Lanka. He has won special commendation from the UN Headquarters in New York for his record speed in re-profiling and re-structuring the UNDP. He has lead consultancy assignments for the World Bank and the ADB. Nalin is an executive coach to top teams of several multinational and blue chip companies. He is a Director on the Board of Entrust Securities Plc.)