Working for a bad manager is frustrating, but working for a truly bad manager drives you absolutely insane. Almost daily, truly bad managers shock their subordinates with unexpectedly breathtaking examples of incompetence, stupidity, and malice. Being a truly bad manager requires energy, devotion, and limitless creativity. Managers aspiring to be truly bad need a comprehensive resource of tools and techniques for driving subordinates insane.
This short essay can't possibly be a comprehensive resource, but it does outline methods for achieving one of the truly bad manager's strategic objectives: creating toxic conflict. Here is Part I of a catalog of techniques for setting subordinates against one another, written as advice for the truly bad manager.
- Have overlapping or ambiguous job descriptions
- Ensure that the job descriptions of subordinates are written explicitly enough or ambiguously enough that several of them can be read so as to cover some of the same responsibilities. For extra zing, overlap those responsibilities that are most valued, and most likely to be regarded as bases for self-esteem or career advancement.
- Set ambiguous, immeasurable performance objectives
- To motivate your subordinates to do whatever they can to destroy each other, you want them to be anxious about their own performance. In performance reviews, set objectives that are unclear, ambiguous, and immeasurable. If they also aren't achievable, so much the better.
- Play favorites
- Show favoritism in making assignments, allocating resources, and distributing credit and praise. Be consistent about confiding in some people, and not others. If you have a small circle of favorites, those outside it will quickly learn to resent those inside it.
- Communicate ineffectively
- Whenever you communicate anything important, do it ineffectively, and hurriedly depart for an important meeting, off-site, or vacation. Leave them wondering what you really meant. Let them argue it out amongst themselves.
- Use harassment, blaming, and scapegoating…judiciously
- Repeatedly harassing, blaming, and scapegoating a few specific individuals provides a means of shifting responsibility for failures from yourself or from your favorites onto a few people. Their careers are already in ruins, so it does them no real harm. But it does provide a pattern for other subordinates to use when they need to evade responsibility.
- Deny having made previous commitments
- When someone Being a truly bad manager
requires energy, devotion,
and limitless creativityclaims that you agreed to do or not do something, and you later didn't do or did do it, deny having agreed to do or not do it. Claim confidently that you thought you were just discussing doing or not doing it. And make sure one of your favorites backs you up.
- Overload some people and underload others
- Distribute work unevenly. Make sure some people have to work, well, not 24/7, but maybe 19/6 or something like that, while others can just kick back. Keep stress levels at maximum.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
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About Point Lookout
More articles on Conflict Management:
- Responding to Threats: III
- Workplace threats come in a variety of flavors. One class of threats is indirect. Threateners who use
the indirect threats aim to evoke fear of consequences brought about not by the threatener, but by other
parties. Indirect threats are indeed warnings, but not in the way you might think.
- Teamwork Myths: Conflict
- For many teams, conflict is uncomfortable or threatening. It's so unpleasant so often that many believe
that all conflict is bad — that it must be avoided, stifled, or at least managed. This is a myth.
Conflict, in its constructive forms, is essential to high performance.
- Untangling Tangled Threads
- In energetic discussions, topics and subtopics get intertwined. The tangles can be frustrating. Here's
a collection of techniques for minimizing tangles in complex discussions.
- Logically Illogical
- Discussions in meetings and in written media can get long and complex. When a chain of reasoning gets
long enough, we sometimes make fundamental errors of logic, especially when we're under time pressure.
Here are just a few.
- So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some
guidelines for tactics to bring it to a close.
Forthcoming issues of Point Lookout
- Coming November 22: Motivation and the Reification Error
- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUPDcyCgvsipbZQJFner@ChacBqINdPBeMCDdbzKwoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Ten Project Management Fallacies: The Power of Avoiding Hazards
- The Power Affect: How We Express Our Personal Power