Given the choice, I think we would all choose to work for someone we think of as a good boss versus a bad boss. Unfortunately, we may at some point in our careers work for someone who does not meet the standards of our ideal boss. The question is, what will you take away from that situation? In job interview situations, interviewers often ask questions like “Who was the best manager you ever worked for and why?”, “Who was the worst manager you ever worked for and why?”, or some variation thereof.
The best manager question is always easy to answer. The manager(s) who were also good leaders, who understood the business, the goals, and the requirements for achievement, and who also had the wherewithal to be effective leaders are those who stand out in our minds as the best. The traits they demonstrated are easy to capture and articulate: decisiveness, honesty, respect, empathy, a genuine concern for their employees and their success.
The second question is usually more difficult to answer because we know that the response should be expressed in a positive framework so that we are not perceived as a management challenge. Whether preparing for an interview or not, this is an interesting question to consider every once in a while as I think the lessons learned by interacting with bad managers can have very positive effects
I learned some of my most valuable leadership lessons by observing people that I reported to and reflecting on how those observations impacted me and others within the organization. When I have been asked about the managers that I consider to have been my worst managers, I am reminded of three lessons that have helped to mold my leadership style.
First, never take credit for the work your direct reports have accomplished. Always give credit to the person or people who actually accomplished the task. Good managers know that high-functioning teams and staff have a good leader. It is not necessary to undermine the morale of the organization by taking public credit to promote one’s own career. The first manager I had in civilian life told me that he had presented some of my ideas to senior management as his own because they would be received as more credible coming from someone with more experience. The truth of the situation was more obvious than he gave me credit for seeing. He was bucking for a promotion. I have never forgotten how betrayed I felt and I vowed never to allow anyone who reported to me to feel the same.
Second, always take responsibility and blame when something goes wrong. A good leader recognizes that the ultimate responsibility lies with them and stands up to that responsibility. I once reported to a manager who, upon realizing that the project we were working on was in jeopardy, solicited ideas for recovery from the team. Several ideas were proffered and the manager opted to invoke one that in the collective opinion of the team was the most risky, but it had the advantage of recovering the project schedule if it were successful. The work-around was not successful, the project was delayed and the manager, in an email to the Vice President, blamed each of the team members by name pointing out the specific weaknesses that contributed to the failure. Again, I remember feeling betrayed and determined that I would always take full responsibility without hesitation and I have.
Third, always remember that management is a job, not a social hierarchy that places you above those who report to you. Always treat your staff with the same level of respect that you would desire them to pay you. I once reported to a manager who would invite his staff members to join him in various social situations, and then introduce us as his employees with statements like “He works for me over at __”, or “He answers to me over at __”, etc. I remember feeling that even though I had been invited to these social situations, I was not accepted or presented as an equal. I felt disrespected.
I decided to adopt what was at the time, a new attitude with regard to leadership. No one worked for me. They worked with me and we all worked together for some purpose. This attitude has been a challenge for some of the HR organizations in the larger companies I have worked for, but I have never let go of my decision and I think that it has served me and my employers well.
If we were all created equal there would be no differentiation between good and bad managers, but that is not the case. People are people. Some are leaders, some are not. Whether you are seeking a new position, or reflecting on the lessons you have learned to improve your own leadership style, consideration of your worst management experiences may provide you with insights that will be of value. If nothing else, they serve to remind us what we should not do as leaders. We do not want to lose an opportunity nor do we want to be the example that someone else may cite as an example of their worst management experience.
Imagine that you are in an interview and the interviewer asks, “Who was the worst manager you ever worked for and why do they stand out in your mind as your worst manager?” Will you answer the question in a way that demonstrates that you are a reflective thinker who has taken something negative and turned it to your advantage? Or will you end up as one candidate that I posed the question to who said: “That’s easy. My last boss was a real @$$*&#.” Though I had to give him points for honest expression, I did not ask him to join my team.
RT @Leadership1: Valuable Outcomes From Bad Managers? http://is.gd/6Cfth
Leadership Courseware » Valuable Outcomes From Bad Managers? @mphcoach | http://ow.ly/ZlHW | #leadership
Leadership Courseware » Valuable Outcomes From Bad Managers? http://ow.ly/YFmU
In response to Bob Neuwoehner’s rhetorical question “Aren’t all managers also leaders …”, I would answer, not necessarily. This is especially true in staff roles like HR and Finance.
In our discourse we need to keep separate the person (John Smith), the position (executive or manager) and the skills of leadership and management. In line organizations one would hope that managers are allowed to lead, but I have (sadly) seen exceptions. Also, not all leaders are managers by either position or formal recognition.
Gordon, as I read your post, I noticed that the lessons you’ve learned about effective leadership are well aligned with the lessons offered by Ken Blanchard, et. al., in LEADING AT A HIGHER LEVEL (see http://www.leadingatahigherlevel.com). While the book, released this year in a revised and expanded edition, focuses on their Situational Leadership model for high performing organizations, their commitment to servant leadership encourages the same sort of humanity your experiences seem to have taught you.
With regard to Ken Zuhr’s point about the difference between leadership and management, another way to think about it would be to differentiate between “strategic leadership” and “operational leadership.” The former having to do with developing a compelling vision and guiding values; the latter dealing with all the issues required for implementation. (See Blanchard, et.al.) Thinking about it this way would help avoid a potentially false dichotomy between leadership and management. After all, aren’t all managers also leaders (good or bad)?
RT @Leadership1: My blog post, Valuable Outcomes From Bad Managers? – http://is.gd/6wYvk reveals 3 #leadership values I adopted by obser …
RT @leadership1: My blog post, Valuable Outcomes From Bad Managers? – http://is.gd/6wYvk reveals 3 #leadership values
I would observe that leadership and management are often confused as the same thing. They are not.
Leadership reflects an ability to inspire. It builds aspirations, and convinces teams to attempt the seemingly impossible. It is vision and optimism communicated. It provides a dream.
Management is focused on the measurable. Costs, benefits, and schedules provide the goals/objectives and vocabulary. It provides a plan.
My best bosses were both good leaders and good managers. They spent most of their time facilitating the efforts of their subordinates, planning future activities, monitoring current results for appropriate progress and rewarding any success encountered along the way.
The worst were neither. This resulted in a work environment that was both capricious and chaotic on a good day.
In the muddle I preferred to work for rational managers. At least then I knew what was expected, how it was measured, and when I could go home. Predictability is a great plus when looking up the hierarchy.
Valuable outcomes, however defined, are always possible, thought they may be highly improbable in absence of coherent leadership and adequate management.
Just read the inaugural posting on the LC blog. Three excellent points made on what was learned from bad management styles or idiosyncracies. There are much worse types of managers out there than have been brought up in this article. There may be room for a followup dissertation on the outright abusive management styles that still exist. How does one answer the “worst manager” question when indeed the worst was really bad? Looking forward to more insightful writings.