After years of working under
a very bright, well organized manager who communicated clearly, I now have a
new manager who is—well, a twit. He was a new hire who managed another
department and when our old manager left they moved him into this job.
It is a lateral move for him
and he is not happy about it. He has made no effort to understand what our
department does, and he doesn’t seem to have a clue. He crashes into our
regular department meetings and throws out tasks for people to do with no rhyme
or reason. He does no follow-up and gives no rationale for the huge amount of
“make work” he has us all doing.
A few days ago, he demanded
that I create a report and said he needed it for a meeting early the next
morning. I stayed late to do it although I didn’t understand what he was going
to do with it. As it turned out, he didn’t do anything with it—I heard from
someone who was in the meeting that he never presented it.
He constantly lectures us on
how we need to work harder to compete and keep up with the digital age. It is
all hot air and totally irrelevant. We all hate him.
My immediate problem is that
he will soon be doing my performance review. He doesn’t know me at all and was
not involved with the original goals that were set. I crushed my goals this
year and I am afraid he won’t give me the top ratings or raise I deserve. I am also
afraid my face won’t be able to hide the contempt I feel for him.
Battling the Twit
Dear Battling the Twit,
Well, this sure sounds stressful. It’s hard to go from having a great
manager who keeps everyone producing on an even keel to one who creates chaos. And
you are not alone—I get piles of letters that begin this way: “My boss/employee
is an imbecile/a cretin/a psycho/a criminal.” Your new manager sounds like a nasty
combination of all the above.
Chances are that this manager is madly casting about for some direction
and either too proud or too ignorant to ask for help. So here’s a thought:
offer to help him! Offer to share your department’s goals and how your goals
mapped to them. Be prepared to show in writing how you achieved all your goals
for the year and how your work helped the department and the company. Ask how
you can help him be successful in his new role. Make yourself his guide and
helper. It might just work. Either way, you will know that you have taken the
high road and made an effort.
If you prepare rigorously for your performance review, it will hard for
him to disagree with you. Get as much feedback as possible from people you work
with—peers, internal clients, matrix managers. There is a perspective that
everyone is doing the best they can do given their worldview, experience, and
skills. Adopting this view may help you find generosity in your heart and keep
the contempt off your face. Failing that, practice iron-clad self-regulation. If
you don’t get a fair rating from him, you need to be ready to escalate to HR.
Ultimately, you are going to have to either find a way to live with this
situation or find another job. It won’t hurt to brush up your LinkedIn profile
and your resume. It isn’t fair, but don’t let that stop you from being prepared
and doing your best.
About the author
Madeleine Homan Blanchard is a master certified coach, author, speaker, and cofounder of Blanchard Coaching Services. Madeleine’s Advice for the Well Intentioned Manager is a regular Saturday feature for a very select group: well intentioned managers. Leadership is hard—and the more you care, the harder it gets. Join us here each week for insight, resources, and conversation.
Got a question for Madeleine? Email Madeleine and look for your response here next week!