Five Critical Management Derailers: Symptoms and Remedies

The higher managers rise in an organisation, the more likely they are to develop blind spots to the signs of management failure. Help your managers stay on track by avoiding five derailment issues, using some common sense remedies.

 

1. Poor interpersonal and communication skills
   
   Symptoms of an "at risk" manager
   
   
   • Always seems to be feuding with someone or some group in the organisation
     
     
   • Has a reputation for being authoritarian, cold, aloof, arrogant, or insensitive
     
     
   • Acts as a polarising force within an organisation. Other employees either love or hate them
     
     
   • Avoids direct communication or contact with some or all co-workers
     
     
   • Delivers bad news through email rather than through direct conversations
     
     
   • Exhibits a hostile attitude towards co-workers who share interdependent goals
     
     
   • Becomes the target of subtle or blatant sabotage efforts
     
     
   Remedies to prevent derailment and improve performance
   
   
   1. Understand the true root cause of conflict - Does your manager have a personal or political problem with just one or two people, or does your manager have more significant issues with a number of different people? If the conflict stems from a small personal issue then mediate a resolution immediately rather than letting it fester. If it is more serious, then ...
      
      
   2. Understand the manager's management style and motivation - Some people just aren't cut out to be managers, although they may be exceptional individual contributors. Other people just don't want to be managers. And while some people may have what it takes to lead, they might not have the skills or experience to do the job. If your manager's issue is the latter, you may be able to help them develop more easily than you can help someone who completely lacks the behaviours and interests that lead to success.
      
      
   3. Help the manager understand their own management and communication style - In many situations managers simply don't know what they don't know. For example, if they come across as insensitive or aloof, point out the behaviour and help them improve. It is important for the manager to understand their natural management style and how it impacts others both positively and negatively. The manager can't be expected to improve if they never receive concrete feedback.
      
      
2. Inadequate leadership skills
   
   Symptoms of an "at risk" manager
   
   
   • Team consistently fails to achieve the expected goals, even after strong warnings
     
     
   • Key projects consistently end up over budget or behind schedule
     
     
   • Team members are disengaged. They miss meetings and deliver poor quality work
     
     
   • Team members are frustrated. They in-fight and lose focus on the big picture objectives
     
     
   • The manager does not address conflict and poor performance promptly and decisively
     
     
   • Team members quit. They complain of favouritism, inconsistency and poor treatment
     
     
   Remedies to prevent derailment and improve performance
   
   
   1. Clarify the team's purpose and goals with the manager - We all know what it's like to lose sight of the forest for the trees and sometimes managers need to be reminded of what's important and what isn't. Then they need to communicate these priorities to their teams.
      
      
   2. Help the manager understand their people - People have their own styles and preferences, and this influences how they best respond to their managers. When a manager understands their people, they can also be aware of potential conflict or "chemistry" issues between themselves and other members of the team. Thus the manager can be more aware of, and proactive in, dealing with issues that may impact performance.
      
      
   3. Help the manager understand their leadership style and motivation - Many of us have a number of key leadership qualities, but we still need feedback so that we can build on our strengths and fortify our weaknesses. And in some cases where it is clear that a manager really isn't ready to lead, the discovery process can help identify other career options that are better suited to a manager's style and abilities.
      
      
   4. Provide feedback from multiple constituents - It is extremely valuable for managers to receive feedback from supervisors, peers and subordinates to illuminate developmental needs, misalignments and other issues that may be difficult to communicate about openly under challenging circumstances.
      
      
3. Resistant to change
   
   Symptoms of an "at risk" manager
   
   
   • Manager expresses frustration at the suggestion of change
     
     
   • Manager's attitude and behaviour signal skepticism
     
     
   • Manager's attitude doesn't change even when their concerns have been addressed
     
     
   • Manager is preoccupied with reminiscing about "what was" versus "what will be"
     
     
   • Manager continues to do things the same old way, yet expects new results
     
     
   • Manager is uncomfortable with ambiguity and isn't open to discovering better ways
     
     
   • Team members complain about mixed messages from leadership and their manager
     
     
   Remedies to prevent and improve derailment performance
   
   
   1. Understand the manager's appetite for change - People are "wired" differently, and this influences our appetite for risk and challenge. Some find change exciting and embrace it, while others find it threatening and reject it. A balance of both is healthy for an organisation. Knowing how someone will respond to change helps you tailor your communication and get them on board.
      
      
   2. Help the manager understand their natural aversion to change - If a manager has a natural tendency to resist change, then it is important to make them aware of this tendency. This will enable them to develop their own way of helping themselves adapt to change. When possible, have them think through the process for you so that you can demonstrate how the change will benefit both the organisation and the individual.
      
      
   3. Ensure that the manager is focused on the new priorities - There are many ways to communicate change, but words are not enough. You need to translate this change into meaningful actions and goals for the manager, and then you need to inspect what you expect. Ask the manager and their people what they believe their priorities are after a change event. This reveals disconnects and opportunities for realignment.
      
      
4. Inability to deliver the expected results
   
   Symptoms of an "at risk" manager
   
   
   • Results consistently below goal, especially those that are measureable
     
     
   • Manager blames others or makes excuses for their failure
     
     
   • Manager avoids discussions about setting, tracking and progressing toward goals
     
     
   • Manager spends too much time, energy and resources on low priority activity
     
     
   • Manager demonstrates a defeated or negative attitude
     
     
   • Team unaware of how they contribute to the manager's or organisation's goals
     
     
   Remedies to prevent derailment and improve performance
   
   
   1. Clarify expected results and goals - It is difficult to hit a target when the target is moving or you're shooting through fog. Don't take for granted that your managers have a clear understanding of the results they need to achieve and how they're going to achieve them. When possible, go beyond the "what" to the "how", and challenge the manager to translate goals into sub-goals and activities that their people must achieve.
      
      
   2. Understand the manager - Not everyone is naturally goal oriented. For those who aren't, the notion of setting, tracking and achieving goals can be extremely intimidating. This is especially true of new managers in roles where measurement is difficult. If the manager fits either of these criteria, then expect to spend more time coaching them so that they can achieve their goals. When possible, include them in the goal-setting process to get their buy-in.
      
      
   3. Inspect what you expect - Once goals are clear and you have the manager's buy-in, establish a process for tracking the most important goals. Use these goals to create a personal "dashboard" that helps the manager set their own priorities that drive results. Require the manager to update their goals weekly, and use their progress to facilitate a coaching discussion. Finally, check back with the manager on a periodic basis to ensure that their priorities are properly aligned.
      
      
5. Inability to see beyond their functional silo
   
   Symptoms of an "at risk" manager
   
   
   • Unwilling to communicate or collaborate with others outside of their unit
     
     
   • Makes decisions that benefit their unit, but clearly hurt the overall organisation
     
     
   • Resists change that impacts them but clearly benefits the organisation
     
     
   • Hoards information that might benefit others outside of their unit
     
     
   • Co-workers complain that the manager is out-of-touch with the organisation's mission
     
     
   Remedies to prevent derailment and improve performance
   
   
   1. Establish clarity - Don't assume that the manager understands how they and their people fit in and interrelate with other units to achieve the organisation's greater mission. This should be spelled out explicitly - especially if the manager has spent little time outside of their functional unit.
      
      
   2. Include the manager in at least one cross-functional team - Have the manager experience firsthand what it means to contribute to and depend on someone else to achieve a significant common objective. Ideally, they should work under an experienced team leader who can provide both coaching and a positive experience.
      
      
   3. Establish at least one cross-functional goal for the manager - While similar to the previous point, this requires the manager to participate in an ongoing operation of the organisation rather than a special project with a defined endpoint. In this situation, the managers who share the goal should report to someone higher up who can monitor progress, facilitate discussion, offer advice and drive accountability.
      
      
   4. Monitor the manager's progress - This is more than just an annual performance review; it's about holding the manager accountable, ensuring that they are aligned with the company's priorities and changing their behaviour. This is done by monitoring their progress and offering coaching and additional development. Input from multiple sources - such as the manager's managers, peers on cross-functional teams, and subordinates - is valuable.

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First published: 29 June 2009.
Last updated: 29 June 2009.