Visionary leaders can't waste time on problem managers

Visionary leaders often follow a simple formula to succeed. To avoid getting swamped by details they select independent, result-driven managers, train them, clarify goals and deliverables, and get out of the way.  Then they track progress. But how do you recognize managers who create ever-widening unhappiness, friction, turf fights, turnover and missed deadlines?

To read the rest of this article from the Denver Business Journal, see: Visionary leaders can’t waste time on problem managers http://denver.bizjournals.com/denver/stories/2004/06/14/smallb4.html

Here are four common examples of such problem managers: - see the original article for details.

1. Weaklings and avoiders act as if their motto is, “If they don’t like me they’ll fight me, but if they like me they’ll work hard for me.”
2. Bullies try to succeed thinking, “The beatings will continue until productivity and morale improve.”
3. Turf protectors believe, “What’s good for me is good for everyone.”
4. Snooping Puppet Masters seem to think, “Success depends on manipulating, blackmailing or destroying the competition.”

Leaders can see these problems in missed deadlines, high absenteeism, turnover and transfer rate, in exit interviews from a particular department or in anonymous suggestions and internal dissatisfaction surveys.  They might hear about them from an executive assistant, trusted manager or brave employee.  Discerning leaders will notice turf battles at budget meetings or looks passed around the table behind one manager’s back.

What can visionary leaders do?  You have more than enough on your plate and you can’t waste time in details trying to decide which of the fighting children is right.  But if you ignore the problems, they’ll grow into disasters.

The two key steps for stimulating change are: - see the original article for details.

1. Be clear and firm: The manager must change or else.
2. Bring in a consultant/coach to evaluate and act as the turn-around agent.

These problem managers will need:

• Continued pressure to change.
• Specific, individualized plans for how to succeed with a new approach.
• Cue cards for exactly what to say and do in initial, small steps.
• Expert guidance to help them pick the best situations to begin with.
• Plans for consistency and perseverance; other people will distrust their new approach.
• Behavioral signposts to measure progress.
• Frequent review, counseling and independent checks to see that they’ve actually done what they claim.

Often, these problem managers can help themselves by telling other people that they are trying to change and will have to see success with their new approach.  Under these conditions, managers who want to continue rising in their companies can change their ways.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

What happens when a conflict avoidant manager doesn't stop a bullying employee?

Bullying bosses are common but how about a hostile, abusive employee?  Barbara has a bad attitude: she's difficult, hypersensitive and harasses co-workers and even her supervisor.  If anyone disagrees with her or gives her feedback, she gets hurt feelings, claims she's a victim of harassment and pitches a temper tantrum.  She cries, yells, stomps off to her office and slams the door.  She fumes and gives the loud silent treatment.  The insensitive offender must grovel in public in order to be forgiven.  Her clique also badmouths the perpetrator.  Barbara has done this for years. The result: a hostile workplace; low morale and poor productivity; high sick leave, absenteeism and 33% turnover per year.  Barbara's bullying sets the tone in the office.  Some people suck up to her by being nasty to people she doesn't like.  Other people gossip, backstab and become grumpy.  Second-guessing, mind-reading and vendettas spread.  No one wants to come to work.   Everyone wastes time looking over their shoulders and focusing on the melodrama and tension Barbara causes.  It's a workplace soap opera.

Claire has been a conflict avoidant manager for 20 years.  She wants to be liked.  She has explained the problem to Barbara.  She's tried to improve Barbara's bad attitude and to educate her on the effects of her abusive behavior.  But Barbara feels righteous.  She feels wronged, abused and harassed.  She claims that she's a victim.  She turns her attacks on Claire for being negative and critical, and lowering her morale.

Do you think Claire simply needs to explain things better to Barbara?  What skills do you think Claire needs?

Suppose you were Claire's new manager.  What would you do with Claire and Barbara?

Since Claire's conflict avoidance, and Barbara and her clique were entrenched, it took months of coaching and consulting implementation to turn the department around.  But by the next year, they were winning awards for team performance and customer service.