Ichabod at the Office (with Apologies to Washington Irving)
Since it is Halloween, it seems fitting to deal with monsters of all kinds— even monster managers! So I'm dusting off a favorite post from my original blog, the Fractalphile for you to enjoy.[1]
Certainly, many of us have encountered workplace monsters (or even —gasp—been them). So go ahead and laugh. Say, "I've been there!" Then think about how you can improve on these situations when you encounter them.
In some work environments there is a tendency to rotate promising young people among leadership jobs every few years.
Usually, there is a rapid period of growth as the staff brings the new person up to speed, teaches him the ropes, and supports his learning and development in return for the unspoken promise of "top cover" from the new boss. The team then moves forward, as the new boss first learns and then further shapes the organization's culture, vision and goals.
But on occasion, sadly, the new leader can be obstinate, arrogant, and “challenging” to say the least.
He might refuse to acknowledge anything positive that he didn't personally create or be so intent on making his mark that he "throws the baby out with the bath water," as my mother used to say.
This type of leader brings about single loop learning as described by Argyris, forcing the team to begin anew, as if nothing at all had been learned over the last several years.
The technical team might initially try to educate the new leader, then if not successful, either give up and look for new jobs or “shut up and color, ” worrying about how much damage he will do before he moves on.
Then the conversation at everyone’s kitchen table turns to venting over the work environment, spilling dysfunction into their family lives.
Upon arrival, a new leader has a brief window in time to earn the respect of an established team.
He can either encourage and respond respectfully to employees’ concerns, honoring their sense-making, or he can slam the door shut. The opportunity to know what’s “really” happening collapses and may not emerge again until things get so bad that people are willing to risk their livelihoods to voice concerns or the key players abdicate altogether.
I liken this situation to that faced by the villagers in Washington Irving’s famous Legend of Sleepy Hollow. They are expert at farming and their crafts, and are happily occupied by these concerns until the headless horseman arrives on the scene.
Suddenly, the cultivation of crops and other important work are hindered by a collective preoccupation with basic survival instincts, as the villagers deal with the new terror.
A climate of fear ensues and trust dissolves as they work to drive away the menace.
Yet as much as we want to, the typical workplace scenario does not permit us to drive away the new boss with torches and pitchforks! How do we get past this problem and get back to the tasks that ensure our organization’s long-term sustainment and progress?
For those who fill supporting roles, you might want to consider putting down your pitchfork and exploring less confrontational modes of communication.
Take a good look at the situation and decide if it is really as bad as it seems. Being in this kind of position can cause a lot of frustration and bring raw emotion to the surface.
Are you calmly reacting in productive ways or waving your pitchfork around recklessly?
Thinking back on my own professional life, I have been both a villager and (embarrassingly) the monster. If you are completely honest with yourself, you may realize that you have also been both at some point in time, perhaps in your early days of being in charge. For those in leadership roles, it is worth thinking about how we communicate with those we lead.
For example, if your technical staff tells you the same thing over and over, perhaps it is because you are missing something important.
So what about you?
Are you making the most of the expertise at your disposal or dismissing it?
Have you created a climate of fear and distrust?
How often do people give you bad news?
...If they never do, you might just be the horseman!
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[1] I originally shared this on 17 February, 2013 under the name Tonya Henderson Wakefield.
