In his book The Accidental Manager (AMACOM 2003),
management consultant Gary S. Topchik describes the 10 all-time worst
manager types and how to avoid turning into any of them. He writes, "At
their worst, these managers demoralize their staff and negatively impact
the productivity and/or profitability of their departments and organizations."
So watch your step. Topchik maintains that "any manager can wind
up on this list."
Here, then, as a public service to employees and managers
everywhere, is Topchik’s "All-Time Worst Manager List," along
with the key symptoms exhibited by each type. If any of these negative
managerial archetypes sounds like you, change your behavior by following
the directions listed in the corresponding "remedy" section.
(Adapted from The Accidental Manager).
1. The Non-Communicator
Symptoms: Unsociable, not interested in
exchanging ideas, thoughts or opinions. Secretive and impossible to read.
Has a closed-door policy, avoids holding meetings and may walk past people
as if in a trance. Verbal responses are one or two words delivered with
a hurry-up, "get this over fast" attitude.
Remedy: Ask questions, clarify what you've heard
and summarize. Pay close attention not only to the verbal content of your
own messages and the messages of others, but to the nonverbal signals
as well (e.g., body language and tone of voice).
2. The Management Knocker
Symptoms: Ridicules the management role by saying
that anyone can be a manager and that managers' jobs are not important.
Puts himself down for being in that role and teases those in higher-level
positions by pointing out that they aren't doing "real work."
Doesn't hide his feelings about not wanting to be in this new managerial
role.
Remedy: Communicate to your team that although
managing was not your original career choice, you are going to be the
best possible manager. Always speak about your department/organization
in constructive terms. When a manager sees the positive impact he has
on his staff, he will feel more successful and learn to enjoy his management
job.
3. The Task Monger
Symptoms: Rarely smiles or changes his facial
expression; looks stern and unhappy. Tends to micro-manage—"their
way or the highway." Speaks in a monotone, except when a deadline
is approaching and he has not gotten what he needs. Then he explodes.
Remedy: Managers need to be supportive by encouraging
their team members, getting them involved in decision making that impacts
their work and giving them a lot of recognition when they deserve it.
By demonstrating more of these supportive skills, you will get the performance
you want much more easily than by being a task monger.
4. The Best Friend
Symptoms: Looks the other way when work is late
or procedures are not being followed. Makes excuses for team members;
never confronts them. Socializes with his team both at work and outside
the office. Is always cheerful and smiling; tries not to take anything
too seriously.
Remedy: It is fine to be friends or friendly
with the people you manage, but work always comes first. Explain to the
staff what you expect from them, what they can expect from you, what their
goals are and how you plan on working together with them. Emphasize that
the quality, quickness and quantity (the "3 Qs") of their work
should be everyone’s primary focus in the workplace.
5. The Limelight Taker
Symptoms: Likes to be the center of attention.
Enjoys taking all of the credit for good work. Brags to other departments
or upper management about how well the group is doing because of her.
Wants everyone in the company to believe that disaster would occur it
weren't for her.
Remedy: One of the keys to managerial success
is being able to rely on your staff to help you accomplish your department’s
objectives. Develop staff members by training them and delegating to them.
Work with them. Give them the recognition they deserve and share the limelight
with them.
6. The Self-Castigator
Symptoms: Has low self-esteem; finds fault with
his own work performance and is very self-critical. When a subordinate
makes a mistake or a customer complains, the self-castigator will take
the blame.
Remedy: People will respect their manager more
if he speaks up, asks for help and is more concerned with success. Identify
specific behavior you would like to change and which alternative behavior
should take its place. Seek out one or more trustworthy individuals who
can give you honest feedback. Remember, staff members may lose their own
self-confidence if their manager isn't confident.
7. The Waffler
Symptoms: Procrastinates in making decisions.
Explores every possible option and spends time looking for more data.
Asks others for their opinions. Busies himself with other projects or
work in order to avoid having to make a decision.
Remedy: Set strict decision-making deadlines
for yourself. Make sure others are aware of the deadline so that they
will hold you accountable.
8. The Braggart
Symptoms: Will tell anyone who asks (and many
who do not) how good he is in anything he does. Will brag at a meeting,
to an individual team member, on the phone with a customer or at the car
wash.
Remedy: Let your excellent work performance
and high skill level speak for you. There is no need to continually tell
others about your accomplishments. Get down to the business of managing
and realize that it is your role to develop your team members.
9. The Deceiver
Symptoms: Lies, embellishes the truth or makes
up stories. Deceives others because he does not want to recognize or doesn't
know what is really happening or likes to see the strong emotional reactions
of others.
Remedy: It is better to tell someone the truth,
even if it’s unpleasant at first. Eventually team members will find out
that a manager has lied, and the relationship will be destroyed. If you
have lied, admit it as soon as possible so that the relationship may still
be salvaged.
10. The Exaggerator Congratulator
Symptoms: Praises everyone he comes in contact
with, using grandiose terminology. Tends to overlook or minimize problems
and to laugh things off.
Remedy: Praise must be genuine and sincere as
well as specific. Stop the bull and get down to business: set goals and
standards, monitor performance, train, delegate, give constructive feedback,
etc.
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