The Good Management Blog is in Print!

New BookWe have very exciting news here at the Good Management Blog.  Our first book is out!  We’ve taken some of the very best from the past four years, added some new, never before seen content, and published a book called Engineered to Fail.  If you’ve enjoyed the head shakingly bad management and leadership of Sarah, Maxine, and the whole cast of characters, we think you’ll enjoy this book, too!

Since we have never done things the traditional way, we’ve partnered with Smashwords, an e-book publisher, to host the book, and offered the book for an incredibly inexpensive $2.99 (US).  We invite you to visit the link to the books page here — Engineered to Fail — and read the first 15% of the book for free.  If you like what you read, we invite you to download the book in Kindle, Nook, Sony, and PDF formats.

Thank you for all your support!

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Whose Education is it Anyway?

Diploma

Adam was ready to go for his Masters.  He had been in his job a year and now was ready to take advantage of the company’s tuition reimbursement plan and go for an MBA.  He had talked to the Benefits Manager, understood that he was eligible, and verified that the school and the degree was on the approved list by his company.  His manager was on board with this, and he knew the process to begin his work.

He then hit a wall named Anna.

Anna was his manager’s manager, and a direct report of Sarah.  Her approval was not needed for the reimbursement request, but Sarah’s was, and Sarah was likely to speak with Anna about Adam’s paperwork.  It wasn’t that Anna was against Adam continuing his education.  It was that she wanted him to take her choice of education and not his.

For years, Sarah was interested in having her staff look more professional by getting a certain certification.  She had it, so it must be good.  She had made this ‘request’ of several of her people, including Sam, and always held out the carrot of promotion within the department when the person received the certificate.  Unfortunately, it never happened.  So, while Sarah made a big announcement to her colleagues that another one of her people has this prestigious certification, they went nowhere in the department.  Kind of one sided, don’t you think?  Yet, if someone didn’t get the certificate, or failed the examination, Sarah made sure they went nowhere in the department.  Sensing a pattern here, aren’t you?

Anna, being a bit intimidated by Sarah, didn’t want to upset her boss.  So, she as kindly as possible suggested to Adam that he go for this certificate as well.  Implicit in this ‘suggestion’ was the statement that she would not be approving his MBA request, although it would also be of benefit to her department and to the company in general.  It was against every principle of the program, but that didn’t matter in Sarah’s department.  It was only what would make Sarah happy, and nice, compliant staff was what made her happy.  Anna would not disrupt that peace, and her job, for anything.

What’s more important to you as a leader of people — making them happy, or making your boss happy, or making life easier for you?  Sometimes is has to be the second in that list, but more often it should be the first in that list.  And, if you do the first in that list, it usually leads to the last in that sequence.  If your main focus is making life easier for you over the happiness of your employees is paramount for you, you will succeed at your goal, as your employees will never be happy.  However, that probably doesn’t matter to you, as you want a smooth ride for yourself.  Courage doesn’t factor into it, only preservation does.

And that is an education in itself.

Retiring Your Professionalism

Pouting Baby

It had been a good run for Vance, but he decided he just didn’t want to go into Sarah’s department one more time.  He was eligible for retirement, had planned his retirement well, and was ready to enjoy the rest of his life.  So, when he dropped his papers on her desk, there were no regrets.

This left Sarah in a bit of a spot.  One of Vance’s people was out on medical leave, and the others were scheduled for training that could not be moved the first week after he left the company.  She asked him if he would postpone his retirement for a few weeks.  The answer was no.  She asked him if he would come back as a consultant for a few days a week to provide coverage.  Why would he, Vance asked, come back with reduced pay and benefits to do the same work he had done as an employee?  No, this is when he was retiring that that was it.

You might think Vance was being unreasonably stubborn, but he wasn’t.  He had worked for Sarah for approximately 5 years.  In those 5 years, he had seen his workload doubled, if not tripled, with Sarah being unmoving on giving his people a break in their work.  Sarah had continually demanded more innovation, more programs, and more things that she could report on that ‘she’ had done with the department.  It could be honestly said that Sarah based her rise in the ranks on Vance’s team’s work, with the only reward that they received was a continuous demand for more, more, more.  He did this without one extra person on the team in all those years, doctor verified high blood pressure, and the stress causing his health did deteriorate.  On the times when Vance did try to tell Sarah these things, Sarah would reply, “You’re not overworked.  You’re simply not efficient enough.  Put some of your work on your people. You need to learn how to delegate better.”

Oh, Vance did get one extra day off about three years ago when his team achieved monumental cost savings for the department, but that was it.  So, now it was payback time.  Sarah was now in a spot, and it was Vance’s turn to be intransigent, and he was reveling in every moment of it.

Sarah’s reaction to all of this was pure Sarah.  Instead of finding ways to cover the gap and wishing Vance well, Sarah decided instead to try to recruit people into an anti-Vance clique.  “Doesn’t it make you mad that Vance is leaving you at that time, with all this work to be done?”, she would ask some of his people, trying to make them resentful.  To their credit, no one would join Sarah in throwing Vance under the bus.  He had treated them as well as he could during his tenure and they would not turn on him simply because he decided to put his own interests first.  Sarah was not happy.

How do you treat someone who helped account for your success?  Do you look at the whole of their work and thank them for all they have done?  Do you put on your pouty face simply because they finally have decided to look after their own best interests, something you have done for your entire tenure at the company?  Which is the behavior of a leader?  Which is the behavior of a three year old?

There’s a picture of a pouting face at the head of this article.  I was going to put in another picture instead, but I didn’t think a picture of ‘big girl panties’ would go over too well.

Now It’s Time to Say Goodbye to Their Hypocrisy…

Walking Out the Door

It was a seminal moment for Sam.  There was no turning back.  He walked into his manager’s office and handed in his resignation.  It felt incredibly freeing and the culmination of so many years of effort.

Several hours later, Sam was called into his manager’s manager’s office.  The executive wanted to let Sam know what a valued employee he was, if he would consider changing his mind, what a great member of the team he was, and the fantastic quality of his work.

Sam was grateful for the training in maintaining a neutral expression he developed over the past few years.  If not, he might have burst out laughing halfway into the conversation.

This was the same executive who had:

  • Told him the body of his work was extremely poor, but so was everyone else’s who reported to him
  • Ignored all the extra work he had done to keep the department going, and rated him average, affecting his raise and bonus
  • Told him he wasn’t qualified for a promotion available in the department
  • Told him that, in the executive’s previous position, his peers would have tossed out his work as being inferior

So, now being given such head turning compliments rang more than just a bit false with Sam.  It was obvious that the executive was worried about who would do the work that he relied upon for his success, and wanted to keep Sam there and happy.  Sadly, it was too late.  For Sam, it wasn’t just a letter of resignation, but rather a declaration of independence.

Still, if Sam had any hesitation about leaving, the none-too-convincing performance by the executive erased it completely.

Simply said, if you want your employees to stay, then treat them as if you want them to stay.  Don’t expect to rush in at the last minute with sweet words and expect the employee to come rushing back saying, “You had me at hello!”.  Work is not a romantic comedy with a happy ending despite all the hardships that took place in the movie.  As a manager, however, you should not make it a horror movie, either.

Pretty words don’t change ugly actions.  Good managers make sure that they put actions behind the pretty words, so the pretty words are necessary at all.

Let’s Get Larry

knife in the back

Larry was the employee that you really wanted in your organization.  He had been with the company 20 years, knew how to build relationships, always had a joke on his lips, and his employees loved working for him.  He didn’t take himself or the work too seriously, and he had a network in the company like none other.

Still, for reasons yet unknown, his upper management wanted him out.  Maybe it was because he wasn’t fitting the mold of what they thought a manager should be.  Maybe it was because he know too many people.  Maybe because they wanted to move some people into his spot.  Whatever the reason, his upper management wanted him out.

However, they could not just fire him.  That would have cause too much of a lawsuit and issues.  Instead, they changed his job description, causing him to have to travel around 50% of the time to far flung places around the globe.  Larry cheerfully accepted this new assignment, but after a couple of years doing this, the strain was taking its toll.  He looked tired, haggard, and he had lost a lot of his once abundant energy.  One day, coming to the end of his rope, he turned in his resignation papers, though he had another 7 to 10 years until an ‘official’ retirement age.

A few weeks after Larry’s official retirement, his significant other, who also worked at the company, was still be peppered with questions as to how Larry was.  Was he doing well in retirement?  How is he feeling?  Is he getting his energy back?  It was a touching moment for Larry’s significant other that people were still concerned about him, and that he wasn’t forgotten.

Leave it to the company’s HR Director to ruin the scene.  Upon hearing one of these conversations, the HR Director says the following:  “Well, I’m glad he retired.  If he didn’t soon, I was going to make life very unpleasant for him.”  Small wonder that the gathering broke up very soon after that.

One of the salient employment statistics about the Millennial generation is that they don’t seem to stay in their jobs very long.  One statistic said they may have 30 jobs in their lifetimes.  While the sociologists point to many factors, I would like to point to a very specific one.  How many Larrys are out there?  How many HR Directors would be saying the same thing?  Our newest generation in the workforce is highly educated.  They see what is going on.  How are they to react to treatment of someone who has devoted his life to a company?  They see what was done to all the Larrys, see all the similar HR Directors, and can draw their own conclusions.

Maybe, just maybe, our workers would stay longer at their jobs and work with more enthusiasm if we had more Larrys, fewer executive management, and few HR Directors who thought like they do.  What are we teaching our children?  We’re teaching them to collect a paycheck, for nobody will give a damn about them but themselves.

Hear No Evil

Animaniacs See Hear Speak No Evil

The CEO took off his glasses and rubbed his eyes.  No matter how much he looked at the report on his desk, he could coax no sense out of it.  Putting it aside, he scanned his desk for another matters that required his attention.

His eyes lit upon a letter that had been written to him and to the President of the company.  He had not filed the letter yet, so picked it up to reread it. The letter was from a terminated employee of the company, or rather the employee’s lawyer, spelling out rather specific charges against the employee’s now former manager.  The accusations could cause the company some trouble, as they could be interpreted as violating federal regulations.

The manager in question was someone the CEO knew.  She had stepped up to head several projects in the company and had volunteered to fill a spot on the leadership council temporarily, taking some burden off the CEO. He liked when people did this, so was willing to overlook such reports of the manager’s, shall we say, deficiencies.  He had decided not to investigate these accusations at all, but held on to the letter in case the President thought differently.  He didn’t think the President would, as he had his own agenda and pet projects, and didn’t bother much with the needs of the company’s staff.

The letter did remind him that he needed to make arrangements to make the manager in question’s temporary promotion permanent.  After all, didn’t she help him out?  Staff complained too much anyway.  He took the letter, and promptly filed it in the round file under his desk.

He sighed.  That was enough of a distraction.  He needed to get back to his report.

Picking it up, he read the top of it again.  It was the employee engagement results from the survey taken earlier in the year.  It had shown, as it had in previous years, the same disturbing data.

I can’t figure it out, the CEO thought, reading the data for the 100th time.  Why do the staff feel so strongly that the leadership of this company don’t care about them or their concerns at all?

Strengths and Weaknesses

Circus Strongman

Finally!  There has been someone hired for the position Sarah vacated when she became head of the department.   It had been a long search, and many in the department were happy that the extra work they had shouldered may finally be alleviated, at least partially.  The person who finally secured the position isn’t the story of this article, however.  Rather, it is the lesson taught in the search.

The position took so long to fill because of the special requirements established by Sarah for the candidate.  The applicant had to have special skills in one area, in order to assist one area of Sarah’s department.  What area was that?  The area that Maxine was in charge of.  You remember Maxine.  She had no one come to her retirement party, she praised bad management, and insulted employees who made innocent inquiries.  When the position became open, Sarah required that the successful candidate be able to help out Maxine.  This was not a requirement for any of the other managers under Sarah.

Question One:  What does that say about Maxine?’

No candidate who came through the door seemed to have that skill set that Sarah was seeking, so the position remained unfilled, and Sarah’s managers remained overworked.  Months passed, and the job was continually re-posted.  More candidates came in, and more candidates left without an offer.

Then, Maxine tendered her retirement papers.  Someone new was hired (I won’t say a replacement), and they were given time to settle in.  As the new manager in the position that was Maxine’s became more comfortable, she showed her knowledge, her background, and her innovative spirit.  She also affected a change in the hiring of the person who would be her manager.  The candidate for the job no longer needed to have a specialty in what was Maxine’s area.

Question Two:  Why did Sarah suddenly decide that the specialization was no longer needed?

The candidate they hired was good, and had the requisite experience and background to do the job well.  He also had the good fortune to come in at the time when someone new was in Maxine’s old position.

Which leads up to the final three questions of this article.

Question Three:  Why would Sarah, who had no inhibition in firing those she felt were doing their job poorly or incompetently, bend over backwards so much to help Maxine?

Question Four:  What standards did she hold for others in the department that seemed to be ignored for her dear friend Maxine?

Question Five:  How well does that bode for the respect, or lack of it, the other managers, and the others who saw this hiring process take place, have for Sarah?