When You Think Your Boss Is Incompetent

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.

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.  Top    Next Issue

Is 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

About Point Lookout

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.

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:

Workplace Politics Is Not a Game

We often think about "playing the game" — either with relish or repugnance. Whatever your level of skill or interest, you'll do better if you see workplace politics as it is. It is not a game.

The Perils of Limited Agreement

When a group member agrees to a proposal, even with conditions, the group can move forward. Such agreement is constructive, but there are risks. What are those risks and what can we do about them?

Exploiting Functional Fixedness: II

A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness.

Embarrassment, Shame, and Guilt at Work: Creation

Three feelings are often confused with each other: embarrassment, shame, and guilt. To understand how to cope with these feelings, begin by understanding what different kinds of situations we use when we create these feelings.

Appearance Antipatterns: I

Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects.

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

Forthcoming issues of Point Lookout

Coming January 27: Cost Concerns: Comparisons

When we assess the costs of different options for solving a problem, we must take care not to commit a variety of errors in approach. These errors can lead to flawed decisions. One activity at risk for error is comparing the costs of two options. Available here and by RSS on January 27.

And on February 3: Cost Concerns: Bias

When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions. Available here and by RSS on February 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.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:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.