Why Are There So Many Crazy People In Charge? by Lynne Viccaro O'Leary

Everyone has a horror story about a manager from hell they were forced to deal with. You cannot be in the working world for any amount of time without running into at least one. This phenomenon has been the basis of some great books, tv shows and movies. But it is not so entertaining when one of these yahoos is in charge of your day to day livelihood. The bigger question is how did they get there? Were they always that way or did the "system" turn them into a power-hungry megalomaniac? Here are some insights and observations as to why this may be:

 

1. It's not always the cream that rises to the top. The more aggressive personalities always make themselves known and have more than their fair share of ruthlessness about them. They are willing to do things to get ahead that would cost most of us a few nights' sleep. Others are blatant cases of nepotism or knowing someone to get that coveted position. Many times once they get there, they feel overwhelmed, but refuse to admit that they need help. As a friend once told me, "never underestimate someone's insecurity." This is where the micromanagement and bullying comes in -- because if THEY don't fully understand what needs to be done, there is no way that their staff could possibly know. They are also the type of managers who take credit for others' ideas and keep their best people under cover for fear they will outshine them.

 

2. You're looking lovely today Mrs. Cleaver. For years, the traditional hierarchical model has rewarded those who manage up well -- those who kiss up and charm their bosses right into the corner office. There was a great interview in the Corner Office section of the New York Times on April 6 with Kim Bowers, CEO of CST Brands. When asked about leadership lessons she learned, Bowers explained that she puts people in two categories: those who manage up really well and those who manage down really well. To paraphrase, if she finds someone who has a team who will walk across hot coals for them, that's the truly effective leader because they inspire loyalty and respect. She cast a wary eye on those manage up very well because their priority is only impressing those above them, i.e. those who can do something for them career-wise. They usually treat their peers and staff very differently, and rarely cultivate the kind of loyalty base to propel their team forward.

 

3. We don't need no stinkin' training. Just because someone is great at their particular job does not mean they will be great at managing a team. Traditionally, an employee's potential for a promotion is based on their performance in their current job. Many companies don't invest in management training programs like they used to - the grace period is frighteningly short and one is expected to learn on the job. So by the time it's discovered that the manager lacks the interpersonal and team-building skills required to be effective,they have already been in a position to do some real-time damage.

 

4. It's like the Roach Motel. Companies are slow to dismiss managers. Once someone is in a position, it takes months or even years to fully appreciate their abilities -- or lack thereof. I've found that it takes 3-5 years before the full effects of someone's poor management becomes a company-wide problem. And by then, the damage is done in the form of lost productivity, lost customers and the loss of your best people, who just couldn't take anymore.