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:

The Costs of Threats

Threatening as a way of influencing others might work in the short term. But a pattern of using threats to gain compliance has long-term effects that can undermine your own efforts, corrode your relationships, and create an atmosphere of fear.

Knife-Edge Performers

Some employees deliver performance episodically, while some deliver steady, but barely adequate performance. Either way, they keep their managers drained and anxious, on the "knife edge" of terminating them. How can you detect knife-edge performers, and what can you do about them?

Communication Traps for Virtual Teams: I

Virtual teams encounter difficulties that rarely confront face-to-face teams. What special challenges do they face, and what can we do about them?

Passive Deceptions at Work

Among the vast family of workplace deceptions, those that involve camouflage are both the most common and the most difficult to detect. Here's a look at how passive camouflage can play a role in workplace deception.

Big Egos and Other Misconceptions

We often describe someone who arrogantly breezes through life with swagger and evident disregard for others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.

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

Forthcoming issues of Point Lookout

Coming February 20: Brainstorming and Speedstorming: I

Recent research suggests that brainstorming might not be as effective as we would like to believe it is. An alternative, speedstorming, might have some advantages for some teams solving some problems. Available here and by RSS on February 20.

And on February 27: Brainstorming and Speedstorming: II

Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenvIRSgnClyhSITiAuner@ChacohMdbEFtPhuhNUzioCanyon.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, USD 11.95)
• Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
• Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
• Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)

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 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 6:00 PM June 29 (Eastern Time), Monthly Webinar, Technobility Webinar Series. You can earn 1.0 Category 'A' PDU by viewing this program. View this program now.