are subordinates setting you up to fail

8/9/2019 Are Subordinates Setting You Up to Fail

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Introduction

1. Fast impression

2. How good bosses get

mislabeled3. Perceiving Boss behavior

4. Driving Bosss behavior

5. How unwary boss get trapped6. Implication for Boss

Conclussion


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Leaders

S

rd

a

es

Leader-SubordinateRelationship

In most of business andmanagement writing, allreasons for problems in the

relationship between leadersand subordinates seem to bealways from the leaders.

However, subordinatessometimes, individually orcollectively, contribute toproblematic relationshipsbetween themselves and theirbosses.


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Subordinates base on the first impression tolabel what type of a new boss is. These

labels guide their interactions with the boss. You neverget a second chance to make

a first impression

=> Problems: Good bosses get

mislabeled.


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2.1. The Boss Walks in Pre-labeled Oversensitive Employees

x Affected by how they have been managed previouslyxLooking for the same treatment as predecessor

x Act as previously

x Undeclared contenders, allies of a un-promotedmanager

Team Preconceptions

x Predecessors reputationx Bad predecessor /dead man walking label

x Admired predecessor/

x The circumstances surrounding the predecessorsdeparture also matter

x Before the new boss arrives situation


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Scenario When mislabel is activated

Subordinates misunderstanding the boss

Routine oversights and/or unpurposed-to-harmactions of boss.

Concepts Strict observation + bosss action => Snap

judgment Consequences

=> based on to overestimate the personal-basefactors, underestimate situation factors

2. How Good Bosses Get Mislabeled


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Whenmislabel

is activated

Boss actions Snap judgment

Boss decisions in early

stage

Sending signal

Failure in consult or

inform one or somesubordinates

doesnt seem very

open

Boss wants to change(Assigned to make

changes)clueless


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When mislabelis activated

Boss Snap judgment

Style Overstayed hiswelcome

Decision, comment,

action(Maybe result of wear

and tear . . .)

Final straw


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Overwhelmed

Confirmatory biases

FOUR WAYS OF INFORMATION

PROCESS:


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WAY OF OBSERVE:Direct

By others

Data

Focus on what matter most

Notice when the boss interferes

or speak abrasively


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May interpret the

bosss action or

comment negativelyDifferent interpret

depends on subordinate

view

Negative impact from

their boss or leader


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Cognitive biases can be reinforced by

subordinates interaction pattern

Reality check with colleague

Analyze different treatment

Discuss with team member ensure to

develop negative view on leader


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4. Driving the Bosss Behavior

4.1 Passive Provocation

1. Subordinates begin to thing that the new bossincompetent

2. Subordinates not ask the boss for help

3. No solution to the subordinates problem

=> Boss cant make decisions

=> Raise boss anxiety=> Boss feel compelled

4. Subordinates think that boss is unpleasant


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Driving the Bosss Behavior (cont.)

4.2 Active Provocation

1. Subordinates think that new boss is like the oldone

2. Subordinates asking for past injustice=> New boss frustrated

=> New boss get blamed for what he refuses to do

3. Subordinates become aggressive

4. Subordinates find ways to get reaction from theboss

5. Subordinates raise issue that boss rejected


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Driving the Bosss Behavior (cont.)

4.2 Active Provocation (cont.)

6. Subordinates make proposal in the wrongforum

7. Subordinates prove to the boss who neverlisten by making a suggestion

8. Allow subordinates to deflect the blame for

dysfunctional relationship with the boss9. Lead subordinates to sabotage their own

chances of success


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Negative view of subordinatein their bossesStage 1 Stage 2 Stage 3 Stage 4

Bosses are

not getting

through to

some ofsubordinate

Divided group

In- Out-group group

Withdraws

Become

moreforceful &coercive

Both boss &subordinatematch into

mutual biases

stageAdjustbehavioraccordingly

5. How unwary bosses getting

trapped


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Causal Map


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Implications for Bosses !A Survey Done by MITSloan says.

1. Bosses should be mindful& shouldexplicitly manage their own labeling,expectations and biases.

1. At work they should not onlymanage their own mental processesbut also take into account those oftheir subordinates for betterrelations.

To avoid getting an undeserved label,individual bosses must take fourimportant steps


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Step 1: Understand the situation

1. New bosses need to be

aware of what they are

walking into, both in business

& human terms.

2. Identify any changes to bemade in the organization.

3. Prospective bosses should

ask some questions like

How their arrival is likely to

be perceived?

What were the

circumstances of

predecessors exit?

4. Incoming leaders need to

figure out where they stand.


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Step 2: Invest early in subordinates

New Bosses must spend significant time one on-one with subordinates for three reasons

1. To Understand how

- competent they are

- relate their previous boss

- their strengths, weaknesses&

characteristics while on job

2. To get to know them by- interacting &making good

impression

- making good relations, clarify

expectations, relationship styles

3. To establish rapport- invest time& show commitment

- assure and respect employees as individuals

- It helps in decreasing anxiety and defensiveness associatedwith feedback, as well as reluctance to approach the boss foradvice


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Step 3: Be mindful of Ones own

Behaviour

1. New Bosses overestimate their good intensions &good character will shine through.

2. Managers need to establish & maintain a positiveand well balanced relationship with subordinates.

3. Take actions that will help subordinates in theirwork, demonstrating openness to subordinatesinputs or supporting them in their careers.

4. A few well chosen efforts early on in the relationshipwill create momentum & help the boss to acquire a

positive label.

5. Once team members gets confidence in thisrelationship everything becomes simpler for thebosses. They become more approachable& reliable.


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Step 4: Intervene Early

When bosses feel that theyre not getting the credit they deserve fromsubordinates or sense that certain subordinates are not engaging, they have to

make an effort on two fronts:

1. Beware of labeling

- Understand few

subordinates wouldtake time to

understand you &

resist to approach

- Should maintain

mental bandwidth &

resist jumping to

hasty decision.- give them another

chance to connect &

realize this process is

not instantaneous .

2. Act Quickly

- give feedback when

sense concerns, thismay not be pleasant

but important

- don't judge rather

look for mitigating

factors ( For e.g.: lack

of training, time, too

many responsibilities,etc

- - Can double check or

give benefit of doubt

will ensure employee

that they are been

evaluated fairly.


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Conclusion

Subordinates have collective histories and

individual sensitivities, as well as anxieties and

mental bias, that these sometimes make it

difficult for bosses to be effective leaders.

Bosses must try to understand interpersonal

context before they get sucked into a vicious

circle with subordinates.

are subordinates setting you up to fail

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