I grew up in a home where both mom and dad were active union members, and they gave me a clear message about working life: there is labor, and there is management. Labor’s job is to make stuff happen. Management’s job is to oppress labor.
I was fine with that worldview for a long time. But eventually, I grew up and, somewhere along the line, I became management. I even got to like being management, at least some of the time. The funny thing is that my parents, the union loyalists, are the ones I have to thank for that.
Here’s why: they didn’t just teach me that oppression was a bad thing. They also made me realize that it can be just as bad for the oppressor as it is for the oppressed.
Oppression is the hallmark of bad management. It’s the butt of jokes about pointy haired bosses and evil functionaries because it makes workers unproductive at all levels of organizations. Sins of commission by management are easy to find, assuming you tune in to at least one news source. Sins of omission are few, but they are every bit as demoralizing. Here are three that I will address ad seriatum. (That’s Latin for, ‘I’m going to do this one at a time, because hitting you with all three at the same time would be oppressive.’)
First, there is failure to observe. You might remember something like this happening early in your working life. It happened to Stacy on the very first job. The team had a serious problem. Stacy was new, and bright, and identified a solution. It was simple, and it would have worked, but the manager couldn’t see it. Boss only saw Stacy, barely 21 years old, too new to know the score, and without a resume to provide credibility. Being laughed at and chided for offering such a naïve opinion was deeply humiliating, and to this day Stacy is reluctant to make suggestions.
Second: failure to nurture. Ari works as an analyst in the innovation department of a huge maker of scientific products. Ari applied three times for the company’s ‘high potential’ program, but the manager never followed through, and Ari was passed over each time. Ari is creative, smart, and well liked. The manager is not. Did the manager feel threatened, or was it just laziness? No matter. Ari has given up.
And third: failure to acknowledge. And herein lies a particularly sad story. Morgan has been in a supervisory position in a critical function of an organization for over two years. If you ask the team members, you’ll get nothing but glowing reports. But the manager gives no recognition, or support, or praise of any kind. Morgan feels unliked, weak, and fearful of job loss. Despite having opportunities to leave, and to move up, Morgan stays. Why? Because Morgan is there to serve the team and does not give up easily. And also because, in leaving, the team would no longer have a shield from the icy chill of the boss’ indifference.
Many failures are just learning experiences, but the failure of management to team well causes real damage. So, if your work experience resonates strongly with that of Stacy, or Ari, or Morgan, beware. When leaders fail to team, they eventually lead a business to fail.
On the other hand, if you recognize yourself in any of their managers’ actions, and you’ve just vowed to change, congratulations. You’re on your way to failing at management failure.