Are Subordinates Setting You Up to Fail
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Transcript of Are Subordinates Setting You Up to Fail
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Introduction
1. Fast impression
2. How good bosses get
mislabeled3. Perceiving Boss behavior
4. Driving Bosss behavior
5. How unwary boss get trapped6. Implication for Boss
Conclussion
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Leaders
S
rd
a
es
Leader-SubordinateRelationship
In most of business andmanagement writing, allreasons for problems in the
relationship between leadersand subordinates seem to bealways from the leaders.
However, subordinatessometimes, individually orcollectively, contribute toproblematic relationshipsbetween themselves and theirbosses.
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Subordinates base on the first impression tolabel what type of a new boss is. These
labels guide their interactions with the boss. You neverget a second chance to make
a first impression
=> Problems: Good bosses get
mislabeled.
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2.1. The Boss Walks in Pre-labeled Oversensitive Employees
x Affected by how they have been managed previouslyxLooking for the same treatment as predecessor
x Act as previously
x Undeclared contenders, allies of a un-promotedmanager
Team Preconceptions
x Predecessors reputationx Bad predecessor /dead man walking label
x Admired predecessor/
x The circumstances surrounding the predecessorsdeparture also matter
x Before the new boss arrives situation
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Scenario When mislabel is activated
Subordinates misunderstanding the boss
Routine oversights and/or unpurposed-to-harmactions of boss.
Concepts Strict observation + bosss action => Snap
judgment Consequences
=> based on to overestimate the personal-basefactors, underestimate situation factors
2. How Good Bosses Get Mislabeled
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Whenmislabel
is activated
Boss actions Snap judgment
Boss decisions in early
stage
Sending signal
Failure in consult or
inform one or somesubordinates
doesnt seem very
open
Boss wants to change(Assigned to make
changes)clueless
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When mislabelis activated
Boss Snap judgment
Style Overstayed hiswelcome
Decision, comment,
action(Maybe result of wear
and tear . . .)
Final straw
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Overwhelmed
Confirmatory biases
FOUR WAYS OF INFORMATION
PROCESS:
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WAY OF OBSERVE:Direct
By others
Data
Focus on what matter most
Notice when the boss interferes
or speak abrasively
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May interpret the
bosss action or
comment negativelyDifferent interpret
depends on subordinate
view
Negative impact from
their boss or leader
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Cognitive biases can be reinforced by
subordinates interaction pattern
Reality check with colleague
Analyze different treatment
Discuss with team member ensure to
develop negative view on leader
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4. Driving the Bosss Behavior
4.1 Passive Provocation
1. Subordinates begin to thing that the new bossincompetent
2. Subordinates not ask the boss for help
3. No solution to the subordinates problem
=> Boss cant make decisions
=> Raise boss anxiety=> Boss feel compelled
4. Subordinates think that boss is unpleasant
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Driving the Bosss Behavior (cont.)
4.2 Active Provocation
1. Subordinates think that new boss is like the oldone
2. Subordinates asking for past injustice=> New boss frustrated
=> New boss get blamed for what he refuses to do
3. Subordinates become aggressive
4. Subordinates find ways to get reaction from theboss
5. Subordinates raise issue that boss rejected
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Driving the Bosss Behavior (cont.)
4.2 Active Provocation (cont.)
6. Subordinates make proposal in the wrongforum
7. Subordinates prove to the boss who neverlisten by making a suggestion
8. Allow subordinates to deflect the blame for
dysfunctional relationship with the boss9. Lead subordinates to sabotage their own
chances of success
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Negative view of subordinatein their bossesStage 1 Stage 2 Stage 3 Stage 4
Bosses are
not getting
through to
some ofsubordinate
Divided group
In- Out-group group
Withdraws
Become
moreforceful &coercive
Both boss &subordinatematch into
mutual biases
stageAdjustbehavioraccordingly
5. How unwary bosses getting
trapped
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Causal Map
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Implications for Bosses !A Survey Done by MITSloan says.
1. Bosses should be mindful& shouldexplicitly manage their own labeling,expectations and biases.
1. At work they should not onlymanage their own mental processesbut also take into account those oftheir subordinates for betterrelations.
To avoid getting an undeserved label,individual bosses must take fourimportant steps
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Step 1: Understand the situation
1. New bosses need to be
aware of what they are
walking into, both in business
& human terms.
2. Identify any changes to bemade in the organization.
3. Prospective bosses should
ask some questions like
How their arrival is likely to
be perceived?
What were the
circumstances of
predecessors exit?
4. Incoming leaders need to
figure out where they stand.
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Step 2: Invest early in subordinates
New Bosses must spend significant time one on-one with subordinates for three reasons
1. To Understand how
- competent they are
- relate their previous boss
- their strengths, weaknesses&
characteristics while on job
2. To get to know them by- interacting &making good
impression
- making good relations, clarify
expectations, relationship styles
3. To establish rapport- invest time& show commitment
- assure and respect employees as individuals
- It helps in decreasing anxiety and defensiveness associatedwith feedback, as well as reluctance to approach the boss foradvice
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Step 3: Be mindful of Ones own
Behaviour
1. New Bosses overestimate their good intensions &good character will shine through.
2. Managers need to establish & maintain a positiveand well balanced relationship with subordinates.
3. Take actions that will help subordinates in theirwork, demonstrating openness to subordinatesinputs or supporting them in their careers.
4. A few well chosen efforts early on in the relationshipwill create momentum & help the boss to acquire a
positive label.
5. Once team members gets confidence in thisrelationship everything becomes simpler for thebosses. They become more approachable& reliable.
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Step 4: Intervene Early
When bosses feel that theyre not getting the credit they deserve fromsubordinates or sense that certain subordinates are not engaging, they have to
make an effort on two fronts:
1. Beware of labeling
- Understand few
subordinates wouldtake time to
understand you &
resist to approach
- Should maintain
mental bandwidth &
resist jumping to
hasty decision.- give them another
chance to connect &
realize this process is
not instantaneous .
2. Act Quickly
- give feedback when
sense concerns, thismay not be pleasant
but important
- don't judge rather
look for mitigating
factors ( For e.g.: lack
of training, time, too
many responsibilities,etc
- - Can double check or
give benefit of doubt
will ensure employee
that they are been
evaluated fairly.
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Conclusion
Subordinates have collective histories and
individual sensitivities, as well as anxieties and
mental bias, that these sometimes make it
difficult for bosses to be effective leaders.
Bosses must try to understand interpersonal
context before they get sucked into a vicious
circle with subordinates.