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Performance Pointers Archives

5 Worst Management Styles - Part 5 [Final]

However, if a manager manipulates people and events to conceal the truth, to avoid accountability, for personal gain, or to remain ‘stain-free’ in a politicized corporate environment, then NO, it’s definitely not okay. And this brings us to the topic under discussion in this, the 5th and final installment of our series.

What does Emotional Blackmail sound like? When you hear things such as: "Do it for me, if not for the company". And when you ask for some personal time off: "I really need team players on this project - and if you can’t put the project first, then maybe you’re not a team player?" And the all-time favourite "I just don’t sense that you’re as committed (to me, to the project, to success) as the others, when you leave at 5 pm. I may not be able to overlook that at review time ..."

When do we see it? With very likeable, often charismatic types it’s more common; since it’s so easy (and seductive) for them to appeal to someone’s personal loyalty or admiration. At the same time, this type of behaviour is a powerful indicator of an immature and arrogant leader, who is prone to extreme vanity, bordering on narcissism. Rather than explain the situation, and solicit suggestions from staff on how best to resolve it, the blackmailing manager has already made up his/her mind what needs to happen (no input required from anyone else) and now just needs to coerce people into doing his/her bidding. Any means is allowed to that end - including guilting people into doing overtime without pay, performing trivial or menial duties that are not a good use of their talents and time, or bullying staff into activities that are contrary to the corporate goals (but serve the manager’s agenda).

The arrogance comes out in the apparent belief that whether the employee has any say in the matter, or has a better idea, is irrelevant in the manager’s mind. Might is right, and if the employee sputters, then the employee is clearly at fault, a troublemaker.  The key to neutralizing this type of manager is for the direct reports to band together and decide what they’ll accept. And - as a cohesive group of employees - to work with your HR advisor to express your discomfort with the manager’s particular communication style. Because ultimately, this type of nasty manipulation is deeply disrepectful and dismissive of staff’s qualities and talents. Which makes this behaviour a significant negative factor in the retention of key staff - they will simply no longer put up with it.

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