We’re all aware of the manager for whom staff turnover is a constant yet inevitable consequence of having to work with people who don’t understand their thinking! Employees who don’t just do what they’re told to do, the way they’re told to do it; who insist on using their own initiative – even though you’ve spelled it out for them!
Or perhaps you’re not openly ‘aggressive’ when you issue instructions, generally in writing and in triplicate. You explain exactly why they must follow each step systematically, to the letter, but they have the temerity to question you, even suggest a different way of doing things – or worse, offer advice on how the procedure can be bettered! And you’ve been doing it this way for years. You’re the expert!
Two very different approaches. The first manager is emphatic, demanding, very verbal. She lets you know in no uncertain terms that you’re taking too long and need to complete the task exactly as you’ve been told to do so. She doesn’t much care who’s there to hear this criticism, just so long as you comply. Is she flexible? Is she likely to engender co-operation in her staff?
The second manager never changes the tone or pitch of his monotone manner of speaking. He doesn’t bang things down, often appears quite shy, and communicates best in writing. Long, detailed emails laying out how the task is to be completed – step by step. No deviations and no need for initiative. It’s done the way it’s always been done. Would you say he’s inflexible?
Strange phenomenon? It certainly is – manager number one is quite obviously an autocratic, often rude and intimidating individual. Everyone knows about her, everyone talks about her, everyone avoids her. She’s labelled dragon-lady.
Now take our deceptively softly-spoken manager number two. Has he ever been labelled rude, impatient, intimidating? Unlikely. Despite the fact that he openly exhibits passive-aggressive behaviour in the sneaky, sarcastic remarks with which he peppers his long, involved emails. Despite the fact that he will only allow something to be done his way. Despite the fact that no-one has ever heard him raise his voice yet everyone knows he’s not open to suggestions and is careful not to proffer any. His management style is also that of an autocrat.
Two managers who appear to be as different as ‘night and day’, yet are different sides of the same coin.
Only when we explore the fruit of their management styles do we get to see them as peas in a pod.
Neither is likely to have staff members who display initiative, who feel safe enough to ask for help, who are empowered, who assume accountability. In short, neither of them fosters staff engagement at all. Why? Because both are autocrats! Great for getting things done in a hurry or sticking to procedure, but both styles are unerringly effective at shutting down individual creativity. Creativity should be the life-blood of an organisation.
We started off discussing differing management styles. We analysed two styles which appeared to be total opposites, but we ascertained that the fruit of each is the same.
The root problem for each? Lack of flexibility. Inability to adapt. Lack of self-awareness. Shut down managers have shut down employees and shut down employees are poisonous. Kinda like a tree rotting from the inside. You don’t see the danger until it falls over on top of you.
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