Extreme Stupid Bosses: Trashing Goals
by Miki Saxon
There are way too many stupid bosses out there, but now and then one of them goes to extremes.
This is the first of an occasional series based on finding or receiving examples of extreme managerial stupidity. If you have a good one please send it to me at miki@rampupsolutions.com, subject “extreme stupidity” (so it misses the filters).
In her annual goal-setting meeting with her boss a woman with a track record building relationships across departments said that one of her goals was to increase her knowledge so she could help the company juice innovation by breaking down silos.
Her boss said, “This place doesn’t work that way. No place does. I think you’re confusing knowledge with ability and I wouldn’t recommend that you build a career based on knowledge. Do yourself a favor, don’t set yourself up for failure.
Focus on something you can really do. Work on your Powerpoint skills. Learn to manage your time better so you don’t have to work so many hours.
Let me explain something to you with an example, I believe in taking care of the customer and the shareholder. I don’t give a sh** about the employee. So I’d never put into my goals ‘build stronger relationships with my team members’ because I don’t care about them. I’d hate doing it and I wouldn’t be any good at it because I don’t want to be any good at it. See what I mean?”
There are multiple stupidities in his comments, so I’ll take them individually.
- Obviously this manager doesn’t read the business news. There isn’t a CEO out there who isn’t looking for ways to break down walls and reduce silo mentality; there’s too much proof that doing so sparks innovation and raises the bottom line.
- Skills are knowledge in action; knowledge is transferable between industries; in the 21st Century there is nothing else on which to build a career except knowledge.
- A company is like a three legged stool with investors, customers and employees being the legs. If one leg is longer or more robust than another the stool will tip over. This type MAP guarantees sky-high costs due to extremely low productivity and excessively high turnover, since employees vote for their bosses with their feet.
- Managers are not the front line in most companies—especially those large enough to have silos. This manager’s customers are interfacing with the employees about which he doesn’t give a sh**, so there’s not much reason for them to give much of a sh** about the customers.
- Managerial raises and promotions are based on the accomplishments of the manager’s team; there is nothing a manager can do as an individual that will offset a non-performing group. However, how long it takes him to fall on his ass depends on how many levels above him have the same MAP.
If you find yourself in a similar situation here are some ideas on what to do
If possible change jobs; set your own goals and pursue them as openly as is safe and covertly when it isn’t; continue to build both knowledge and associated skills.
And what not to do
Don’t bother reporting him—unless he’s a very recent hire HR and his manager already know; don’t try sabotage—it’s likely to backfire; put it out of your mind—don’t allow it to eat at you or gnaw on it like an old bone; make a screen saver, sign, etc. that says, “This To Shall Pass” and get on with your life.
