Pons Consulting

Leadership Edition Three

Ten Habits of Incompetent Managers

Inaction, indecision, politics, power, the indispensability trap and frail egos, often leave organisations in turmoil. While these people remain married to the frailties of position and hierarchy the people they work with suffer, as does organisation growth. If you recognise any of these in yourself, consider the tips of the "real leader".

Incompetent Managers
Tips for improving performance
1. Bias against action
Incompetent managers ask for further analysis or may not have capacity to act immediately. Real leaders consistently act on key issues. They know people who donÕt make mistakes generally donÕt make anything. They believe a good decision today is worth far more than a perfect decision later.
2. Focus on tasks
A focus on tasks shows a manager hiding from leadership and delegation. They say: "If I do it, it will be right." "It takes more time for others to do and I have to fix the mistakes anyway." They distrust and fail to achieve accountability. Real leaders listen to, develop and activate others to optimise performance. They achieve accountability through consistently growing their people.
3. Defer to consultants
A further symptom of 1. It's a common and expensive way to put off making decisions. While Consultants research inaction is excused. Consultant's suggestions are then debated leading to further delays. Finally, these managers suggest, this outcome only confirms what we thought.
4. Believe in territory / hierarchy and secrecy
Controllers of domain have self-preservation strategies in mind. Lack of information sharing shows a frail ego. They may also be afraid of challenges from colleagues. Territorial behaviour leads to politics, anxiety and distrustful organisations. Real leaders share information and have little need for hierarchy and status.
5. Miss deadlines
A deadline is a commitment. A manager who cannot set and stick to deadlines cannot honour commitments. Real leaders clarify parameters and workload before committing. They understand time traps, prioritise and delegate for success.
6. Are highly sensitive
The manager that suggests others are too sensitive, may be talking about themselves. If a manager cannot see a problem, address it and move on, the situation won't get resolved - it can only fester. An inability to be direct, but nurturing with staff is a critical warning sign.
7. Sticklers for procedure (whatever the cost)
Love of procedure may mask the ability to see the big picture, prioritise or take decisions - a tendency to polish silver while the house is burning down. They must get it right to cover their tracks. Real leaders are more interested in the broad principles and apply these to good effect. As a result they "do the right thing".
8. Employ weaker candidates
Weak managers play down the importance of a role and employ weaker candidates as a result. Real leaders don't feel threatened to hire more competent people than themselves. These managers know that the smarter the selection the better the overall performance.
9. Don't hire former employees
Ineffective managers don't build networks for recruitment. They justify most resignations - "he was no real loss to the Company". A statement that often reflects directly on leadership. Real leaders develop an alumni, eager to join the team.
10. Work long hours / avoid leave
Ineffective managers continuously work long hours and seldom take a well-earned break. A manager who works 24/7 cannot manage himself, let alone anyone else. This is a sign of incompetence. Real leaders pace themselves. They realise leadership is for the long haul, the day after tomorrow.
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Pons Process Consulting was established in 1995. A respected business consulting practice, whose focus is on people management and development. We provide comprehensive and customised organisation change and development services to our clients.

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