Q: How can you tell good managers from bad ones? What sets them apart?
A: No one deliberately sets out to be a “bad” manager. Therefore, I would reframe the question as one that focuses on a leader’s effectiveness.
Effective leaders often have concrete ideas as well as a high level of efficacy. They efficiently accomplish tasks and manage others. The ability to face reality, read cues and enlist others in creating viable solutions are tools used by more successful managers. High-performing organizations (“HPOs”) rely on good managers to get their work done.
On the contrary, ineffective leaders engage in typical avoidance behaviors: delay action; “talk-the-talk” but never “walk the walk”; procrastinate, and/or ignore warning signs that issues need to be addressed. Generally, avoidance and the failure to read cues tend to characterize such managers. As well, these leaders are often both reluctant to share credit and quick to blame others. They are not necessarily goal oriented or focused toward success. Rather, maintaining control and turf can be strong motivators for them.
Paul Brunberg, in “What Behaviours or Traits Make a Boss a Bad One or Good One?” <December 30, 2013, http://blogs.hbr.org/2013/11/will-your-bad-boss-make-you-a-bad-boss-too/>, raises important questions about how we look at managers. This article triggered interesting dialogue concerning the attributes of successful or unsuccessful managers. In summation, less successful managers tend to be: oversubscribed; unfocused; unwilling to promote employee interests; are over-planners, and are self-absorbed. More effective managers exhibit a willingness to credit others, share ideas, keep the focus on important goals and accept accountability for the success (or failure) of the venture.
Strong teams mean strong results which is why HPOs prefer managers (and leaders) who genuinely work well with others and are willing to share credit and ideas. Good managers leverage the expertise of others and combine good ideas to create great strategic plans. They are also organized, effective delegators and affirming communicators while they also know how to tactfully deliver critical feedback in a timely manner.
An interesting way to frame this discussion is to also ask, “Why do I continue to work for a bad manager?” If you determine your current manager to be less than effective, it can be enlightening to do a bit of introspection to identify root causes and potential solutions. Is there some way in which the prevailing scenario shields you from criticism, deflects the spotlight or prevents you from taking critical professional development steps? As employees, it helps to be honest and proactive about naming and figuring out steps needed to rectify such a situation. While it is certainly a challenge to work for an ineffective leader, some of the steps toward your solution may be yours to take.
Contact Karen Alphonse at Karena@execSearches.com or visit ExecSearches.com for more information about our career coaching services.
#
0 Comments