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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More articles on Conflict Management:
- You and I
- In tense discussions, the language we use often contributes to the tension. If we can transform the
statements we make about each other into statements about ourselves, we can eliminate an important source
of tension and stress.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- The Advantages of Political Attack: II
- In workplace politics, attackers are often surprisingly successful with even the flimsiest assertions.
Often, they prevail, in part, because they can choose the time and venue for their attacks. They also
have the advantage of preparation. How can targets respond effectively?
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- Contextual Causes of Conflict: II
- Too often we assume that the causes of destructive conflict lie in the behavior or personalities of
the people directly participating in the conflict. Here's Part II of an exploration of causes that lie
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
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On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program.
Here's a date for this program:
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute. Register now.
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