Many years ago I worked for a boss who fits all the criteria for “psychopath in the workplace”. He, and the place I worked, shall remain nameless for the purpose of this blog! (Disclaimer: If one of my former bosses is reading this and worried it is them – the fact you are worried means it is not you.)
This man ran a small organisation with four different operational arms. I can only suspect he was worried about his managers getting together and overthrowing him (much as he had done to the previous CEO) because the culture he encouraged was for each of the managers to attack the other managers’ units as a way of deflecting attention and negative focus from their own. To say that the organisational culture in this workplace was toxic is an understatement. When a manager came through your office you hid whatever you were doing and said nothing of any value to them at all. Non-cooperation was the order of the day. Staff turnover was endemic – people couldn’t get out of there fast enough.
Years later I had risen through the ranks and happened to work alongside one of the “other” managers from this workplace. Her view on the experience was illuminating. She did what she had to do to survive and to keep her staff safe – as we all did. Imagine how effective the organisation could have been if everyone had been focussed on achieving organisational goals instead of cannibalising each other.
So a recent Forbes India article about leadership intrigued me. There were of course the usual “bad” manager types (Sociopaths, Opportunists and Chameleons) but one of the “positive” leadership types – Achiever – also had some cautionary tales attached to it.
The Achiever, according to the article, is highly prized for reaching goals and achieving outcomes. However, they tend to have a shorter term, insular view of their goals. An example given was shutting down investment in R&D as a cost-saving measure. Very effective in the short-term, but ham-strings the organisation in the medium to long-term.
Another example is where the achiever is competing against internal competitors. They do things that benefit their unit (and disadvantage other units) without understanding or perhaps caring about the broader organisation. Short term personal gain – their unit is working well, they may look good – but causing problems for the organisation.
Management book “Think One Team” uses the example of a jelly bean company (one of my former staff called the book “Jelly Bean Dreaming”) to illustrate how silos that compete against each other and don’t have an organisation-wide view actually work against the company.
While silos exist for a reason – the coalition of like services into units makes sense organisationally – silos that don’t see themselves as achieving for the whole organisation, or worse, compete with each other and actively disadvantage each other, equal a dysfunctional organisation.