In a recent edition of our Horizon Time e-newsletter I talked about the challenge of working for a clueless manager in an organization with a leadership vacuum. If you haven’t read the article, click here.
Of course it’s a lot easier to whine about leadership problems than it is to fix them. So what is your responsibility?
Let’s Get Real
Before I download some suggestions, here’s a reality check. Your boss isn’t likely to change just because of you. I share ideas below that can influence your manager but let’s not fool ourselves that they will magically clue in.
While we’re talking about the real world, let me also say I’m specifically addressing issues of managers who don’t lead. That’s different from managers who are abusive.
I once had a coaching client reporting to a senior executive who not only didn’t lead–he was unquestionably abusive to his staff. If your boss crosses the line from incompetence to harrassment, your responsibility is to engage Human Resources, leave for another organization, or both. My client did the first and it actually made a positive difference. Life is too short to put up with abusive managers.
That said, let’s talk about dealing with the manager who struggles at leading.
Manage Up
First, we all have a responsibility to manage up–to actively look for opportunities to help grow our managers despite how clueless we think they may be. I had a boss who struggled with marketing our group to the rest of the organization. It hurt him and the rest of us. How did I manage up? I volunteered to help him with drafts but left enough room for him to put his mark on it. I gave him a framework and he thrived within it. Another boss was lousy at follow-up from staff meetings. We came up with a tracking spreadsheet so actions were less likely to fall through the cracks.
Wait for them to lead and you’ll have a birthday before something happens! Lead by example and you might reap double benefit: the work gets done and they might just catch on. You can’t control your manager’s actions but you can lead up by example.
Look in the Mirror
Second, we need to take a long look in the mirror. It’s easy to highlight the flaws of those around us but the reality is we have an endless supply of opportunity to improve as well. I’m too often guilty of the Biblical parable of focusing on the speck in the other person’s eye when there’s a redwood in my own.
I’m not minimizing the fact that your manager fails to lead. However many executives who report to lame bosses slowly get sucked into similar behaviors. Or they so obsess on their bosses problems that they fail to realize where they need to grow.
Keep your integrity. Don’t get pulled over to the dark side, Luke. And certainly don’t complain about an area that you haven’t quite figured out either.
Increase Your Leadership Bandwidth
Third, we need to focus on developing ourselves and our staff. What does this have to do with a bad boss?
Here’s the deal…. We cannot control the layers above us but we have a responsibility to develop the leadership bandwidth–the overall leadership competency–of the organization we lead.
When considering development plans for the next year, intentionally consider how you can develop yours and your teams’ leadership skills, not just their technical skills. The Institute has offerings that can assist you in the process.
Don’t for a second think the most important answers to your problems are more people, more technology, a better strategy, or even a different boss. The leadership bandwidth of your organization is the single biggest issue that can make a difference in sustainable success.
Make it your job to develop it. Regardless of whether or not your loser manager gets it or not.
For a humorous look at some of the most dangerous species of managers, check out Jeff Dray’s TechRepublic article at http://techrepublic.com.com/5100-6314_11-5300291.html?tag=search .
Also, consider checking out http://www.badbossology.com/, a site dedicated to “protecting people and companies from bad bosses.”
I invite you to use the Comments feature of the blog to answer one of the following:
- Which of Jeff Dray’s “dangerous species” do you work for?
- What do you agree with in the newsletter and blog articles?
- What do you disagree with or have questions about?
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