Have you been in a situation where a manager is taking credit for the majority or all of the team’s excellent performance? We are quite sure you have! And furthermore we are pretty much confident that none or few team members knew how to proceed in such a situation which obviously proves to be demotivating and unproductive in the long-run.
So may be you have thought to go to the Senior managers and discuss the situation seeking the best possible outcome for all parties. But considering the harsh office environment where lobbying is of a vital importance this might not be the best solution to think of. Lets explore the case study a bit deeper.
Obviously this kind of behavior clashes with the primary role of a company manager which should be “to enable employees to demonstrate how good they are”. But! In some cases if a manager cannot get the credit for his staff member’s achievements he will in a way begin to perceive him as competitor. If someone keeps praising the staff member the manager may not feel gratified by that fact but instead become somehow worried about it or draw attention to the fact that the staff member also has some weaknesses.
This kind of a manager never misses an opportunity to tell stories or anecdotes about himself or something he did. In cases when he is being told something he tends to focus the conversation on himself, he starts talking about something he did, or explains to he other person the right way of thinking or behaving in that particular situation.
This manager is demotivating because he is hijacking the full appreciating, redirecting on himself. He seldom draws attention to the fact that someone else is good.
It is as if the coach of a major team kept on telling his players how good he used to be when he was playing for another team or about all his achievements as the coach. Although at first glance what he says may seem to be aimed at correcting his fellow team members the real aim is in fact to highlight how good he is.
This is a common issue and it derives from a very fundamental paradox in the management principles.
Managing such managers who on the other hand have great expertise in their fields of work may not be easy task. But it is inevitable if you the company aims at substantial growth results.
Should you wish to explore further on the topic and be able to study and analyze similar business cases you can now benefit from the deep research done by Paolo Ruggeri which is available in the “The New Leaders” – an international business book that become a Bestseller now published in 7 languages.