Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 38;   September 20, 2006: When You Think Your Boss Is Incompetent

When You Think Your Boss Is Incompetent

by

After the boss commits even a few enormous blunders, some of us conclude that he or she is just incompetent. We begin to worry whether our careers are safe, whether the company is safe, or whether to start looking for another job. Beyond worrying, what else can we do?

Let's say, hypothetically, that your latest project has just crashed in flames because your boss forgot to sign off on the extension for the 15 contractors who were staffing it, and they got reassigned. You can get them back in three weeks, but you'll never meet the deadline now. You've just about had it, and you've decided that your boss is totally incompetent.

Seafood stew

Seafood stew. Photo courtesy U.S. National Diabetes Education Program of the US National Institues of Health.

Maybe. Maybe not.

All you really know is that your boss's performance has been pretty dismal. Incompetence is just one possible explanation. For instance, your boss might be distracted by problems at home — a sick parent or child, a death, a troubled marriage, substance abuse, or identity theft, to name just a few possibilities.

As subordinates, we rarely have enough data to support any diagnosis of the causes of our bosses' poor performance. Without such data, attributing the cause of the problem to someone's character or lack of talent could be an example of a common mistake called the Fundamental Attribution Error.

A more constructive approach focuses on dealing with the consequences of your boss's performance. Here are some insights and steps you can take that might make your life better despite the situation.

Worry is not a strategy
Some very popular but ineffective tactics include stewing about the situation, griping with co-workers, or carrying the problem home to those you love.
While these choices provide emotional support, they aren't likely to solve the problem. Search for something that can lead to a positive outcome.
Recognize that your organization tolerates substandard performance
Probably you've encountered substandard performance elsewhere in the organization, but it didn't bother you because you were less directly affected.
Since you'll probably bump into substandard performance again, transferring to some other part of the organization is a questionable strategy.
Fish or cut bait
As subordinates, we rarely
have enough data to support
any diagnosis of the causes of
our bosses' poor performance
If you're considering a move, make a decision. Move or don't move, but make a decision.
Sometimes decisions are difficult. Figure out how much time you need. Delaying beyond that is probably a symptom of avoidance rather than evidence of difficulty.
Embrace your choice
If you decide to leave, make leaving a priority. Conduct a disciplined job search, the way you would if you lost your job.
If you decide to stay, commit to staying. Formulate strategies and tactics for safeguarding your career and maintaining your happiness despite your boss's performance.
Plan for Reality
When you estimate effort and duration for task assignments, allow for your boss's performance. Scale back expectations of the capability you can deliver.
You can avoid frustration by anticipating trouble. To some this will feel like giving up, but it's just accepting Reality. Manage the risk.

Your boss's poor performance is your boss's problem. What it does to you is your problem. You'll probably do better if you work your own problem. Go to top Top  Next issue: Assumptions and the Johari Window: I  Next Issue

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

For more on distinguishing which issues are yours and which issues belong to others, see "Stay in Your Own Hula Hoop," Point Lookout for June 27, 2001.

Your comments are welcome

Would you like to see your comments posted here? rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Then-Capt. Elwood R. Quesada who became commanding general of the 9th Fighter Command in operation OverlordGroup Problem-Solving Tangles
When teams solve problems together, discussions of proposed solutions usually focus on combinations of what the solution will do, how much it will cost, how long it will take, and much more. Disentangling these threads can make discussions much more effective.
A dead Manchurian AshWorkplace Politics and Type III Errors
Most job descriptions contain few references to political effectiveness, beyond the fairly standard collaborate-to-achieve-results kinds of requirements. But because true achievement often requires political sophistication, understanding the political content of our jobs is important.
A Strangler Fig in AustraliaProjects as Proxy Targets: I
Some projects have detractors so determined to prevent project success that there's very little they won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
The Niagara River and cantilever bridgeBottlenecks: I
Some people take on so much work that they become "bottlenecks." The people around them repeatedly find themselves stuck, awaiting responses or decisions. Why does this happen and what are the costs?
Main Reading Room of the U.S. Library of CongressMany "Stupid" Questions Aren't
Occasionally someone asks a question that causes us to think, "Now that's a stupid question." Rarely is that assessment correct. Knowing what alternatives are possible can help us respond more effectively in the moment.

See also Workplace Politics and Managing Your Boss for more related articles.

Forthcoming issues of Point Lookout

A meeting that's probably a bit too largeComing March 20: Top Ten Ways to Make Meetings More Effective
Meetings are just about everybody's least favorite part of working in organizations. We can do much better if only we take a few simple steps to improve them. The big one: publish the agenda in advance. Here are nine other steps to improve meetings. Available here and by RSS on March 20.
An informal meeting in a loungeAnd on March 27: Allocating Action Items
From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success. Available here and by RSS on March 27.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.

303 Secrets of Workplace PoliticsIs every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.