Managing an “underperforming manager”: Tips for “Managing Up.”

Managing an “underperforming manager”: Tips for “Managing Up.”

Welcome to my latest LinkedIn newsletter! In each issue, I will be sharing Employment Law insights on important topics with my connections and followers.

If you’ve been employed for 10-20 years, you will likely have experienced at least one desperately incompetent boss. Admittedly in very generalist terms, poor managers are those with no management skills or those that don’t know what they’re doing and are constantly living in fear that someone will find them out.?OK, maybe another one, the psychotic, power-crazy type. But as I am no psychiatrist, let’s stick with the first two.

Let’s start with understanding how these managers become managers. Most managers are promoted into their positions because they have been successful in their previous jobs, and for many businesses, this makes perfect sense after all, isn’t this what career development is about?

However, many businesses fail to realise that the skills needed to be good at sales, marketing, IT etc. are not the same as those required to be a good manager. To compound this, most “new” managers are not provided with the necessary training to be a “manager” and are thrown in at the deep end and expected to get on with it.?Yes, much of management is common sense, but that is only part of it, other vital skills are the ability to lead, motivate, mentor, communicate, delegate, manage conflict and deal with HR issues. These skills don’t come naturally to everyone, and some never learn them.

So what happens when a manager fails to lead, motivate, mentor, communicate, delegate, manage conflict or deal with HR issues effectively? Put simply, employees come to resent them, disrespect them, even ridicule them and most probably leave the company (if their manager’s manager fails to address the inadequacy).

But what if you don’t want to leave? What tips are there to deal with an “underperforming” manager?

Here are a few suggestions…

• Think of your boss as a “difficult client”, one you have to figure out how to work with to get the job done. You probably give your clients a wide birth (when this is in the company’s interest). Why not extend this to your boss (when it’s in your interest)?
• Empathise. Understanding the various drivers, pressures and expectations placed on your boss will give you an insight into why they do what they do and may help you understand their actions better.
• Reward “good behaviour”. Admittedly this may sound a bit patronising but think about it - this is a re-training exercise. Realistically you don’t have a stick, only a carrot, so if your boss behaves in a way that works for you, praise them. There is little to be gained from exposing incompetence, which will likely backfire on you.
• Help them. If your boss is disorganised, then help them get organised. If they are always late for meetings, then offer to chair for them. If they are forgetful, email them bullet points of what was discussed and agreed upon. Project Manage them if you like!

But what if this doesn’t work or you feel it’s not your responsibility to “build your own” boss?

Firstly, don’t let your boss’ incompetence become an excuse for your poor attitude or behaviour. How you handle yourself will reflect on you, and others may be watching.

Try the following...

• The golden rule - speak up. The last thing you want to hear years down the line and long after you have left the company is that your boss had no idea they had such a negative impact on you or, worse, that they felt they were supportive. If you feel undervalued, undermined or underwhelmed in your job, speak to your boss. Request a 1-2-1 with them and explain how you are feeling. Document what you discussed in an email and their response -this way you will have something tangible to point to if things do not improve or if promises are broken.
• If your boss is a bully who constantly yells, criticises or belittles you in front of others, remain calm and professional. Easier said than done, yes, but you will regret reacting in the spur of the moment, and it won’t do anything for your professional reputation. Take a deep breath and focus on a measured response. Document it in an email (as you may want to rely on what you say later with HR). If things continue in the same vein, then speak informally to HR. If nothing is done, then raise a formal complaint as per your company’s grievance procedure. But be prepared for the fallout. Sadly, the unavoidable reality is that in most cases, once you raise a formal grievance, you’ve effectively taken your first step out the door.
• Acknowledge your manager’s behavioural style. We are all made up of different personality types, introverts/extroverts, risk takers/ cautious, quick decision-makers/slow methodological processors. Personality types will either conflict or complement, and unfortunately, if the former, you may have to accept that this isn’t the right working environment for you. If this is the case, consider approaching another manager whom you work well with and enquire about a transfer.

Moving on….

If all of this fails and you feel you have no option but to leave, consider an exit proposal. After all, you are going because of what your manager has (or has not) done. But first, take some legal advice, particularly if you feel you have been ill-treated. This will help you determine if you have a legal claim to settle and, in turn, will inform the points to raise and the level your offer should be pitched at. ?

However, if you leave, make sure you do your research into your next company and boss. You don’t want to jump out of the frying pan into the fire, do you? Before applying for a position, contact some existing employees you may be working with and ask pertinent questions about your “would-be” manager. At the interview, watch closely how they behave and especially how they react (and their responses to) your questions. It’s your career after all, and it's your responsibility to succeed in it.

Feel free to?Get In Touch ?if you are an employee experiencing problems at work, I will be happy to assist you and discuss your options going forward.

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