Profiles of Problem Bosses
We’ll explore several profiles of problem managers. Regrettably, you may be a direct report to one right now. Worse yet, you may fit one of the profiles. As you peruse the profiles, candidly ask yourself, “Is this me?” If “yes,” then decide what action you must take to cast aside the negative and put on the positive.
· The profiles do not include the really bad bosses—those who lie, cheat, are mean spirited, and ill tempered. They should be reprimanded, and if necessary, removed from command. You can read about how much harm they cause in Robert Sutton’s provocative and candid book, The No Asshole Rule, 2007 (ISBN-13: 978-0-446-52656-2).
· Ticket Punchers: A “ticket puncher” or careerist is a boss who daily maneuvers to advance in status, power, and especially rank. You can observe this person jockey for whatever is the best stepping-stone to the next tier above. Promotion is paramount. Accomplishment is incidental. They’ll do whatever is necessary to get ahead. Ticket punchers are diplomatic to the point of being devious and insecure. They can be seen thriving on process and giving lip service to progress.
· Spotlighters: “Spotlighters” require constant attention and center stage in a police agency. They demand recognition for all of the positive results (from their peers, the media, etc.). When things go sideways, the spotlighter is quick to disappear and then trains the light of accountability on others. Spotlighters rarely share success with others. They’ll go so far as to claim the recognition and praise due to others.
· Megadelegators: A cousin to the spotlighter is the “megadelegator.” Seldom does real work soil the desk or hands of a megadelegator. This manager refers to himself or herself as a “participative manager” and sees to it that everyone shares in doing his or her work. Eventually everyone realizes that the boss is essentially accomplishing nothing while they’re working their tails off. (This practice is also referred to as a delegation “dump.”)
· Micromanagers: The “micromanagers” are either insecure, perfectionistic, or need to control every aspect of work—theirs and those who work for them. To greater or lesser degrees, they probably possess all three characteristics. The micromanagers will sincerely attempt to delegate work. Regrettably, they find it difficult to share the required authority and power to accomplish it. They fear that the job may not be done on time or precisely the way they want it. They are convinced that only they are capable of getting it right. They do not wait for feedback; they seek it incessantly. (As mentioned earlier, if you have a direct report that is untrustworthy, then micromanagement is the required style.)
· One Best Style — Mine: “One-best-style” managers are like micromanagers in being well intentioned. They truly want to see you do a good job. This manager believes, however, that there is only one particular style of managing that guarantees success—theirs. All other styles are suspected of gross imperfections and even disloyalty. In other words, if you manage exactly like them, you’re a winner. If not, you’re incompetent.
· Gotcha: The “Gotcha” police managers wander around not saying a lot—until they see something wrong. Superficially, this sounds right, doesn’t it? The inherent frustration with this manager is that the staff never learns what’s right in the first place. These managers expect you to read their mind for what they expect of you, what he prefers, and what the goals of the unit are. There’s no clarity—only “gotcha.”
· Control Taking: The “control-taking” manager craves power. Being in command, being right, and being the authority are the central values you’ll perceive in this manager. Force is foremost, control is critical, and being correct is imperative. This person thrives on competition rather than collaboration. When in a conflict, this manager has no concept of a win–win model. Only win–lose makes sense. They will define participative management as “I’ll manage and you’ll participate!”
· Job First: The “job-first” police managers relate well to the ticket punchers. This person is 110 percent job. Some would label this police manager a “workaholic.” Everything else in life is secondary or irrelevant, which includes family, friends, recreation, and fun. They especially question the real value of holidays and vacations. After all, they think, “Your agency comprises your family and friends. Your job is your recreation and fun. Holidays and vacations are unfortunate periods of time that you are separated from it.”
Job-first managers are big on family events (e.g., picnics, departmental parties, soft-ball leagues). The spouses and children are expected to participate. In the eyes of this manager, your first allegiance is to the agency. The real heroes are those that leave late or return early from a vacation to further the ends of the department.
This manager is not dictatorial, mean, or manipulative. He or she simply does not comprehend a greater purpose to life than the job.
· The Phantom: The “phantom” manager and the “job-first” manager should not be confused with one another. The phantom is uncomfortable with social interaction. This person attempts to remain invisible—his or her responsibilities are carried out by direct reports and e-mail. She or he is rarely seen and seldom heard. Another term for this person is “isolationist.” This person abhors lively, productive collaboration and interchange.
In some cases, a more socially adept staff person will act as a buffer, a spokesperson, or an alter ego for the phantom. Phantoms exert control in a covert manner. They are uneasy empowering others to do their work. They’re probably smart and shy. If you work for a phantom manager, be prepared for (1) infrequent face-to-face conversations, (2) at best, a hurried monthly staff meeting, and (3) a tough time getting policy and operational decisions.
Coping with Them
By this point in your working life, it is likely that you have worked for, or have had working for you, a problem manager. Or you may have experienced being managed by one of the problem bosses described above. Regardless of the situation, I’ll bet you remember it well.