Writer: Mitta Xinindlu
Power Driven Managers
Power hungry managers impose a great obstacle in the progress of those who possess qualities that are better than theirs. If and when the candidates make it through all the assessments and get the position, these managers will continue to assure that such people do not make it beyond the levels they are in. They will try to paralyse the growth of all ‘strong’ employees, however, at the same time expect them to do more tasks than it is per day. They become unhappy if, somehow, these candidates get promoted. They usually use regulations as means to bar other people from progressing. However, the same regulations seem not to matter when it comes to them and getting their way. They will do whatever it needs to be done to keep their position of power.
These managers usually possess weaknesses that are in a great number in comparison to those around them. They tend to take credit for other people’s hard work. They are good with words and it is through verbal interactions that they manage to manipulate people. They try to hold on to their positions using all tactics known to them. They usually have the following traits:
i) Less qualifications
iii) Try to get everybody to like them
iv) Two-tongued / Double minded
v) Will try to be closest to the boss
vi) Find it easy to find faults with other people
Self-driven managers usually do not have much to say as long as things go their way. They will be careless about how others feel or are being treated. They will be, usually, concerned with their own progress. These managers usually possess more knowledge than others and they will try to elevate themselves by acquiring more knowledge so as to stay valuable. Usually, this type of managers will not treat others as equally important employees. In addition, in cases whereby they find weaknesses in colleagues, they will use those weaknesses against them. They easily find favourites and it is those favourites that will get to ‘dwell’ in their presence.
I have come to realise that these types of managers will normally be silent when others speak. They will bury themselves in their work and hardly voice out their opinions. Silent Managers try to ‘fit in’ and will rarely draw attention to themselves. This type of managers is seldom considered for promotion. They are easy to bully, and as a result, they will be afraid of those who seem to appear stronger. These are usually people who survive during turnover because they do not intimidate top level management.
The whiners complain from the time they get to work until the time they leave for home. They will complain about almost everything. They will complain about their tasks, clients, colleagues and their managers. They will do their job and will usually be good at what they do. However, they are easily irritable, and likewise, also easy to find irritating. They are usually unhappy with the workload or the type of work given to them. They seek someone to lessen the workload although they will continue with the complaints regardless of the changes that are made to suit them.
This type of managers is usually ethical, supportive and with a vision that aligns with that of the company. They work hard to fulfil both the company’s goals and theirs. They look for talent and support growth of others. Their actions are rarely based on self-interest. Unfortunately, these will be the first to get fired in times of turnover due to their excessive capability to succeed beyond those who rule them. They survive only if their rulers are also Progress Seekers. These are usually positive thinkers and will try to do their best to defend those that are being misused or being taken advantage of. People who report to these managers are usually happy and more productive. They usually communicate freely and grow into innovative thinkers. They are more practical in thinking and do not let personal matters interfere with their work. They work longer hours and tend to advise those who report to them to follow suit.
The Favoured Managers
Usually, these will get positions or promotions only because they have a relationship with those that are at the top management. These managers are usually family members or friends to the current management. Their capabilities or qualifications will have less effect on their success. Basically, their success is almost guaranteed. They will then be put in the spotlight so as to erase all possible questions and thereby make them appear as able and willing to deliver.
The Not So Present Managers
This type of managers is usually not present in their job. They are good at delegating the tasks and demand outcomes from those who report to them. They will make excuses for all their failures and usually find it easy to put blame on other employees. They usually take more leaves than the rest and feel no obligation to commit to the company or the tasks allocated to them
From my observation, I have come to the conclusion that companies need to analyse their human management capabilities. Shareholders or the board should have certain assessment criteria when it comes to selecting its agents.