Lots of Leadership Training But Still Lots of Bad Bosses?

Leadership Development is everywhere you look--but apparently so are Bad Bosses.

 

What's going on?

With so much opportunity for training and development, why are we seeing a proliferation of blogs and websites devoted to bad bosses?  British and U.S. versions of The Office bring in large viewer ship and advertising revenue. And the very thoughtful Bob Sutton of Stanford has a worldwide following due, in part, to his gutsy book The No Asshole Rule.

Bob's post today lays out the case for how power turns people into--well--"assholes."  I'm not a believer in using foul language to get one's point across. Nor is Bob. He was aware of the potential issues at the outset. (Read his thoughts on the matter here ).

So why Bad Bosses after Leadership Development?

Here are some influencing factors based upon observation and experience:

Most leadership training in corporations still involves a classroom/teacher/learner model. The same is true for MBA programs. Have a look at my blog post regarding Henry Mintzberg's thoughts.

Why does this matter?

1. You can teach functional skills and then test for comprehension. That's what it takes to get through a "course."

2. Managerial behavior is an issue of the heart as well as the mind. You can intellectually "know" what to do but still not have the heart to do it. Therefore, it becomes an issue of character.

3. That issue of character only surfaces in the midst of ongoing experience. Four years ago we began asking high potential managers attending leadership development programs this question: "What has provided you with the most useful learning so far in your career?" The #1 response 99% of the time was "experiences." These are MBA/Ph.D people for the most part. These are smart and well-educated folks. Yet they say emphatically that nothing substitutes for the chance to actually try things out with a "stretch" assignment or role.

4. Many organizations will not give such assignments until people are "ready." Well, they are telling us they can't really tell if they're "ready" until given the chance. (And obviously employers are having a tough time, too!).

5. Assessment centers are really good for picking up on a lot of behaviors. I don't know of any, outside of the military and other related organizations, that put people in the kinds of situations that last long enough to determine the nature of their leadership/management character over time.

*If you do know of some, please send me an email or leave a comment. It would be most helpful.

6. Paying attention to how people get treated on the job is a relatively new phenomenon. And, I would say, it is a legitimate generational issue to some degree.

When Baby Boomers started working in the 1960s, there really wasn't any discussion about "job satisfaction." The idea was "a job." Most industrial countries outside of North America were still recovering from World War II and rebuilding their economies. So "feeling good about one's self" at work wasn't exactly a priority. And if you complained, the standard response was "hey, it's work."

The next two generations have had the time and opportunity to look at work in the context of personal satisfaction. They grew up with the notion of equality and even-handedness vs. racial, ethnic, or gender bias. Their expectations regarding fair and good treatment are much higher than previous generations. Observation has been telling me recently that one of the things that Boomer bosses have got to stop is the "hey, this is work" spiel. Everyone knows that. But "work" now carries a higher expectation for respectful interaction, regardless of anyone's "rank."

Political Correctness Contributes to the Bad Boss Equation

In our efforts to use designated non-offensive language as a substitute for not actually being offensive, we have contributed to bad behavior.

Beginning somewhere around the late 1960s or early '70s, training was developed to increase workers' sensitivity and understanding to the legitimacy of peoples' differences. That worked well a lot of the time and still does. Whether it's through a lab setting with feedback, the MBTI or Social Styles or DiSC, methods have been developed to start a conversation about differences, similarities, and uniqueness. Fine.

On a parallel track, certain language was deemed "inappropriate" when talking with employees about performance or behavior; other language was substituted. The overall effect has been to alter the truth and thus create a situation where one really doesn't see a need to change. Here's an example:

Then: "You've been yelling at your people every day, treating them badly, and they're getting fed up. If you don't knock it off you'll be out of here."

(Wow. I'm in deep trouble and better do something fast).

Now: "Your management style needs some smoothness around the edges. We think it would be a good idea to help you get some 360 feedback; and, we've nominated you for our leadership program. One of the modules is dedicated to Leading People in the 21st century."

(Wow. I'm considered leadership material and they are spending money on me to further my career. And it looks like I only need to change a few things until my management style is perfected. Life is good).

Confronting someone with the truth takes a lot of energy and requires a lot of risk. That is why it is one of the ultimate forms of genuine caring. If your screening process doesn't filter out the potential crazies when they come through the front door, at least care enough about them--and everyone around them--to confront the real issue in real terms. Terms that they will hear.

It may not feel good now. But buy a box of Bob's books to hand out when needed. You'll feel more honest afterward.

Comments

[Valeria Maltoni]

Steve:

I wrote about another instrument that may shed some light into behavioral patterns in conjuction with interests and in the context of situational leadership. It's called the Birkman Method and I have worked with a very skilled local consultant who offers this instrument.

See my post at http://conversationagent.typepad.com/conversation_agent/2006/12/sales_is_from_m.html

[Steve Roesler]

Right, Valeria. Thanks for checking in with that. I am quite familiar with that instrument and it provides much good information to the individual and organization.