Learning from Bad Management Practices

Our February 22 Transitions event was on the topic of Learning from Bad Management PracticesThe media is filled with books and articles about management and leadership, and a sizable cottage industry exists of advisers and consultants to teach us the best techniques. But what about *bad* management? You probably haven’t seen many books about that, though you may have seen plenty of real life examples. It’s certainly a commonplace reality. It keeps Scott Adams in business drawing Dilbert, and as Mr. Adams clearly demonstrates, it’s more *fun* than good management – as long as you’re not its victim.

In this talk, we discussed bad management. We covered real cases and real consequences, including failed companies and billions of dollars in losses. The intent is not to derive good management advice, but rather to observe bad management in all its glory. We may also illuminate some tactics for surviving, and perhaps even succeeding, when confronted with bad management.

Our facilitator, Jay Michlin, has served as a senior engineering and management executive within the Silicon Valley and beyond. Currently the VP of Engineering at OnStor, Jay takes pride in learning from Bad Management practices, mentoring and growing high-potential leaders, while delivering bottom-line business results. Bring your favorite bad management stories and the lessons gained from them, and prepare for an interactive and educational discussion!Below are comments and advice from our discussion.

Some characteristics of bad managers:

• They look at business from the '50,000 feet' level, not the on-the-ground level which is much more effective.
• They impose their business standards and experience on their current business situation rather than adapting to the business challenges in front of them.
• They focus on measurements rather than results.
• They put the wrong people in the wrong job.
• Sometimes they add unnecessary layers of management, which takes everyone away from the thoughts of the staff and the customers.
• They lack the courage and integrity to lead and deliver results.

Some characteristics of good managers:

• They have the courage to invite others (like customers and staff) to share the truth/provide honest feedback and to follow through on that communication.
• They have the integrity to do the right thing for the company and its people.
• They utilize the talent from their staff and network.
• They emulate behaviors of other leaders they admire.
• They focus on company results and the bottom line while also addressing strategic business and people issues.