Case Study: Mandla Zulu and the Difficult Boss

Background Mandla Zulu is a highly competent Chief Director in a government department. Known for his diligence and strategic thinking, Mandla consistently delivers excellent results, often stepping in to resolve challenges other teams struggle with. Despite his stellar track record, Mandla's boss, Mr. Dlamini, has a reputation for being overly critical, dismissive, and self-serving. He frequently belittles his team in meetings, makes snide comments, and takes credit for successes without acknowledging others' contributions.

Mandla, like others, has often felt frustrated and demoralized but has chosen to avoid confrontation, preferring to focus on his work. However, this avoidance has sometimes resulted in missed opportunities to "manage up" and build a better working relationship with Mr. Dlamini.

A Conversation in the Boardroom

It was Monday morning, and the department leadership team was convened for a briefing. Mandla had spent the weekend preparing a detailed presentation on a new policy initiative that had the potential to significantly improve public service delivery.

As Mandla walked the team through the proposal, he noticed Mr. Dlamini growing restless. Finally, as Mandla finished speaking, Mr. Dlamini interjected.

Mr. Dlamini: "Well, this sounds... decent. I mean, it's not exactly groundbreaking, is it? Anyway, I had already been thinking about something like this last month, so it's good to see my vision starting to take shape."

Mandla stiffened slightly but maintained his composure.

Mandla: "Thank you for the feedback, Mr. Dlamini. This initiative builds on some of the priorities you've previously outlined."

Mr. Dlamini: "Exactly. The team just needs to keep executing as I've directed. By the way, Mandla, next time, could you try to include more innovative elements? I’m not saying this is bad, but we can't afford to look like we're just recycling ideas."

The comment stung. Mandla had put considerable thought into the initiative, ensuring it aligned with departmental goals and broader government priorities. The rest of the team exchanged uneasy glances, but no one spoke up.

Missed Opportunity to Manage the Boss

Later that day, Mandla reflected on the meeting. He realized there had been an opportunity to tactfully address Mr. Dlamini's behavior while still protecting his own reputation and fostering a better relationship with his boss.

For instance, instead of letting the conversation move on, Mandla could have reframed the moment in a constructive way:

Mandla (possible response): "I appreciate that, Mr. Dlamini. Your strategic vision laid a solid foundation for this proposal. To build on that, I focused on specific implementation pathways. It might be worthwhile for us to co-present this to the senior committee as a demonstration of our collaborative efforts."

This response would have subtly reminded Mr. Dlamini of Mandla's contributions while giving him partial credit and presenting the initiative as a team effort. It might have also prompted Mr. Dlamini to soften his critical tone and see Mandla as an ally rather than a subordinate.

Reflection

Mandla’s reluctance to engage directly with Mr. Dlamini stemmed from a fear of confrontation and a desire to avoid conflict. However, this avoidance often left Mandla feeling undervalued and demoralized. While managing a difficult boss is never easy, Mandla recognized that skillful communication and reframing could turn challenging moments into opportunities for building mutual respect.

This experience highlighted the importance of "managing up" and leveraging emotional intelligence to navigate workplace dynamics effectively. If Mandla can develop these skills, he could turn Mr. Dlamini's criticisms into stepping stones for strengthening their working relationship and advancing his career.