Why Good Employees Become Bad Managers

In most of the employee engagement surveys you read that one of the top reasons why people leave their companies is their manager. It is not about money, it is not about work, it is not about team, it is about the boss.

Every now and then you run into someone on the management team or in leadership position that leaves you wondering how that person could get there. These individuals are often smart, they appear to be confident, and play nice with their managers. The real issue shows up when you see how they communicate with people who they deem unworthy, people with lower status, their teams, or people who may threaten their position. I’m talking about jerks in management.

Since this can be a rather broad term let’s go to Merriam-Webster dictionary that defines jerk as “an unlikable person; especially one who is cruel, rude, or small-minded – a selfish jerk”. This is the type of boss I’m talking about.

So how do such people get into management? The question you have to ask, is about causality. Do people become jerks after being promoted? Or do they get promoted because they are jerks? Some research indicates that self-centered, narcissistic and confrontational personalities have bigger chance to become managers. Not necessarily good managers, but because of their ability to present themselves well they tend to be seen as confident and persuasive. If the company doesn’t screen carefully their management candidates it easily happens that these people get into management roles ahead of those who have more suitable qualities and actually lead people and are helpful.

The problem with a jerk is that he doesn’t know he is a jerk. These characters truly believe they are great because their egocentrism prevents self-reflection. It is only the surrounding people, the culture, the company who suffer. The only decent remedy is to limit the scope of interaction of these brilliant jerks or to remove them from the team altogether.

Aside of the ones who got to management because of their jerkiness you have a second type of management tyrants. Those who became one over time. They were completely fine individual contributors who got increasingly antisocial once they got to a management positions. The great thing is that these people are not inherently damaged. They are not jerks, they just act that way. For these people it is usually something that can be changed with feedback, training, and help from outside.

So what are the reason why good people turn bad when getting to management? And what can you do to prevent it?

Why managers become jerks:

  1. They follow a leader who is a jerk – this is leading by example at its worst. Because they work or worked for a jerk they emulate behavior that made their boss successful.
  2. They feel insecure – often because they feel they don’t have the skills to do the job. They are new to management but they want to appear strong and so they overdo it.
  3. They are part of a toxic company culture – if the company culture permits this behavior and even rewards it then very few people will have the strength to fight it. They will make decisions that goes even against their core values even without realizing it. They often end up with low ethical standards and can justify their jerkiness in the name of bigger good.
  4. They reached their state of incompetence – sometimes called as a Peter Principle as coined by Laurence J. Peter. The theory is that you are being awarded by promotions for a good work in your current role until you reach your level of incompetence and that is where you spend the rest of your life being miserable because you are way over your head and can’t succeed.
  5. They have low emotional intelligence – they never felt the need to exercise the emotional intelligence muscle. Often you see this with highly technical people who are experts in their fields and can win any dispute just by using technical knowledge itself. When they get to management they don’t understand how to communicate with others by any other means.
  6. They are managers for the status or money – they got to management for the wrong reasons. Not because they want to lead and help others. They reached the status they wanted and now will do whatever it takes to hold to it. They stopped caring about doing a good job or about other people and want to bask in the glory of being a boss.
  7. They sit on too many chairs – this is true especially for people who get promoted and still keep doing their individual contributor job. They have competing priorities, focusing on their old job, which they are good at, instead of trying to learn to be a good manager. They are bottleneck for their teams, have no time to grow and develop themselves as well as the people they are responsible for.
  8. They had no training – and thus don’t really know what to do. This is especially important in small companies and start-ups where new managers or founders have no one good to learn from. Because of that they often resort to a brute force since it seems like the easiest way to get things done if you don’t have any other tools in your management toolbox.

What can you do to change that? As you can see most of the items listed above are based on external circumstances that can be changed. You can mitigate most of them by following couple of basic rules:

  1. Understand well people’s motivation for wanting to get to management and when the reasons are not right, don’t let them. Even if it means they may leave the company.
  2. Promote people to management because they are ready, not because they are great at doing their current job.
  3. Don’t allow jerks to keep their jobs and deal with them quickly and decisively, otherwise you are implying that this sort of behavior is fine and others will imitate it.
  4. Provide enough training in how to communicate, manage, and lead before you ask people to do so.
  5. Make a clear cut between the former and new job. Don’t let them sit on too many chairs and make it easy for them to let go of the past responsibilities.

These are the very basic things that you can do to help others, especially new managers, to avoid the trap of turning from great employees to lousy bosses. But what if you are the one who just got promoted? What if you don’t want to rely on others to help you but want to make sure you don’t become a jerk? Let’s talk about this next week.

 

Do you think you can recognize when you are acting as a jerk? What are the signs in others that tell you they are being inconsiderate?

Originally posted at LinkedIn.

The One Excuse Killing Your Career

“It’s not my job,” is the single most irritating, and career-limiting answer you can give to a request. You might be right, it may not be your job, but that doesn’t mean that you can’t do it.

Let us consider a rather trivial example. You have a meeting with ten people. After the meeting everyone leaves and there is an empty cup on the table (someone just forgot it there). Now, what happens?

You have a person who sees the cup and decides to ignore it. It is not his job so why should he take it to the kitchen? And then look at second person, who sees the cup and without a word grabs it to put it to a dishwasher. It is like a reflex for this person and she is not even thinking about who should do that. Who would you rather have on your team?

Even in a small thing like this the second person shows a great sense of ownership, a desire to keep things neat, a way of thinking that will most likely show also in other aspects of her life and work. The way she works with customers, with the team, how is she approaching her job. She simply sees that something needs to be done so goes and does it without a word or thought whether she is the one who should do it.

“It’s not my job,” is a common excuse that hides all sorts of fears. So what are you really saying when using this excuse? What are the things you say to yourself that hold you back?

  1. I don’t care – if you are here just to do as little as possible to earn your paycheck you will never get a chance of career progression and you will most likely be just mediocre performer who will be miserable and eventually leave. You should just get out now for your own good and the good of the team.
  2. I don’t have the authority – there are very few situations where this really matters. This is a valid excuse only when there are legal aspects involved, like you don’t have the authority to sign a contract, but you can still prepare or review it.
  3. I could make mistakes – you probably will, and that is fine. How else do you expect to learn?
  4. It is a huge effort – most things worthwhile doing are difficult. Just split it into smaller manageable pieces and get started.
  5. I got burned in the past – understandable, but that doesn’t mean you should give up. Analyze what exactly caused getting your hand slapped and find out strategies how to mitigate it in the future. Sitting in the corner, doing nothing, is not a good strategy.
  6. I don’t know how to solve the problem – great, so go out and learn. You can say this about anything that you do for the first time so don’t let this fear to hold you back.
  7. I don’t have the skills – how else do you want to grow than by learning new skills? Very often no one really has the right skills, but someone brave takes the job anyway and learns as she goes. This is the person who grows and gets ahead.
  8. I’m not good at this kind of things – is a great example of self-fulfilling prophecy. It is this negative self-defeating conversation in your head that you need to reframe to something more constructive. Try this instead: if I put all my best in the effort, I will succeed.
  9. I’m too important and this job is too menial – is just an arrogant attitude that will shape who you become, what culture you create and ultimately will lead to other people stop respecting you. “There is no job too small for me to do,” is much healthier attitude that will serve you well in life.

If this is happening within your team you need to get back to basics and talk about values of the organization, why they are important and what does it mean to do things the right way. And obviously, you don’t just talk. You lead by example. Even if you are a team lead, manager, director, or vice president you still need to be able to get your hands dirty when you see a job that needs to get done regardless how menial it may seem.

If the problem starts with you remember that you don’t need permission to do excellent job! Whatever your role in the organization, it is an unsaid expectation that you work to the best of your abilities and use your best judgement to make the organization successful.

Let me list couple of strategies used by people who don’t have “It’s not my job,” sentence in their vocabulary. These attitudes lead to the exact opposite. Instead of avoiding tasks outside of your job, you embrace them and expand your skills and sphere of influence:

  1. Constantly seek how to improve things – by finding ways how to make your life, the life of your boss, and others around you easier you not only solve problems but learn about how the organization works
  2. Volunteer to help others – very similar to previous one. By volunteering to help others you learn about their jobs and expand your understanding of the organization and grow your skills
  3. Constantly ask questions – you obviously shouldn’t ask the same question over and over again, but by questioning things that are being taken for granted you not only help yourself to better understanding but you may unearth gems in form of potential improvements. Times are changing and maybe the process that was set up five years ago doesn’t fill the needs of today.
  4. Don’t complain – if you constantly complain not only you will be seen as someone who whines all the time and doesn’t help but you will create this internal self-talk that will make you feel miserable with your own life.
  5. Be prepared – learn to spend the time upfront to ensure you understand the big picture, you know what options you have and have your arguments well backed up with data and solid reasoning
  6. Understand that ideas are not enough – you can have tons of great ideas but no one will ever care about them as much as you do. If you want to see them implemented you need to be the person who has the energy to drive them through.
  7. Don’t shy away from difficult tasks – volunteering for tough assignments is a great way to develop new skills, grow as a person, and even grow your reputation. People will give you all the support if they see that you took on a job that they were scared off.
  8. Don’t overanalyze – paralysis by analysis is often the one thing that prevents getting things done. By overanalyzing problems, waiting to collect all the data, waiting for all the opinions to be heard, we forget that there is a job to be done. Get the basic information, make a decision, and get the job done, even if it means there is some inherent risk in being wrong.
  9. Keep pushing and persist when things get tough – giving up too early will not only make you fail, but will damage also your self-confidence and ability to succeed in the future so be relentless in getting stuff done.
  10. Learn to enjoy even the boring bits – when you find some positive on things that other people hate you can gain a significant influence. Especially, when the things needs to get done for the good of the group and no one is to keen on doing them.

Utilizing this proactive attitude you can expect the ultimate reward. You will strengthen your character, learn new skills, build resilience and positive can-do attitude. It will then reflect positively on your self-image, on how you are seen by others, and on the career opportunities opened to you.

To be completely clear, I’m not advocating that you should say “yes” to every small, unimportant thing someone throws in your direction. It is ok to say “no”, but make sure you are strategic about when you say it and smart about how you say it.

 

What does “It’s not my job,” question mean for you? Do you see similar situations around you? How do you react? And how you do to improve the environment when people just don’t care?

Originally posted at LinkedIn.