Are You Promoting The Right People?

Few children grow up thinking, “Someday I’m going to be a manager.” Truth be told, few adults probably do too.

Management is an elusive field. It’s hard to find the right candidate because, aside from the stature and increase in pay, it typically raises your stress level and negatively affects your interpersonal relationships. Just the word “manager” can conjure negative feelings in employees.

Managers may not have clear visions of how to lead and what to delegate. They may fear a coup of their very position and then become withholding with regard to tasks and responsibilities. They may battle with inner demons of respect and loyalty. Managers are people who are rarely trained in the art of management and thus leave a trail of inconsistency in their wake.

Employees are oft left with the role of self-management in lieu of strong leadership. Navigating inconsistent management is a skill in itself. The good news is it can only help you!

Factors that Contribute to Inconsistent Management

The main ingredient for inconsistent management is a lack of self-efficacy.

Rarely is inconsistent management a case of someone so confident they adhere to the Emerson belief that “consistency is the hobgoblin of little minds.” More often it is someone who wishes to be perceived as consistent; their underdeveloped self-awareness is the very thing that leads to their erratic decision-making.

In 2010, researchers at the University of Western Ontario (J. Robert Mitchell, Dean A. Shepherd, and Mark P. Sharfman) conducted a study to figure out the how / why behind managerial erratic decision-making.

What they found was the following:

“Erratic strategic decisions are less likely from managers with greater metacognitive experience and for managers who operate in more dynamic environments.

Conversely, erratic strategic decisions are more likely from managers in more hostile environments, especially when dynamism in that environment is low.”

Meaning…

Self-awareness – or the absence of – is one main component for inconsistent management. Managers who do not self-reflect and aren’t aware that they don’t self-reflect will lead to a higher rate of inconsistency. Their lack of self-awareness about how they’re coming to their decisions (past experiences, thought patterns, metacognitive processes) informs the efficacy of their decisions.

Dynamism – The more dynamic the work environment the less inconsistent the decision-making; most likely because decisions have to be made, there isn’t time to deliberate. Given too much time, anyone can second-guess their decisions.

Hostile & Changing Environment – The work environment doesn’t have to be hostile, it can simply be ever-shifting with regard to personnel, protocol, or allocation of space.

And I would add a 4th:

Lack of knowledge / experience – If you do not have any past relatable experience to draw upon, chances are you will not know what to do to produce a desired result. You may not even know what the desired result is.

Where does this leave the employee?

Learned helplessness

Learned helplessness is when we are conditioned to think we are powerless to change a bad situation for the better, thus accepting that there is no light at the end of the tunnel.

In the context of inconsistent management, there are two forms of learned helplessness:

When the manager projects an image of incompetence, sending out conflicting messages and confusing directions. The employee is left feeling hopeless regarding the manager’s competence.

When the inconsistent management takes the form of inconsistent reinforcement, meaning complimentary one day and critical the next. The employee may have initially felt competent, but now feels incompetent due to their boss’ inconsistent reinforcement.

Solutions:

Speak with HR.

Find new employment.

Bounce experience off trusted colleagues for confirmation.

It is crucial for the employee to keep their self-efficacy intact. Doing so requires self-awareness that it’s even setting in.

Hopefully they’re reading blogs about learned helplessness. Hopefully they’re recognizing the behavior as inconsistent and problematic and running it by someone. It can be HR or a trusted colleague. They need to confirm their own sanity to ensure the problem isn’t on their end.

Emotional Contagion

A manager with inconsistent moods that lean toward negativity is a form of mild torture; you’re never sure who you’re going to get. The only upside is it it’s a great lesson in learning what you do have control over, which is your own mood. So, start there:

Step outside for a moment.

Watch a video you know makes you happy.

Listen to a song you know makes you happy.

Talk to someone that makes you happy.

When to confront your boss & when to let it ride

Good question. More often than not, I’d suggest letting it ride. Inconsistency is likely due to insecurity. Tapping into their issues may threaten them and consequently hurt your professional standing. I recommend:

Pick a time when you’re fairly certain you’re on their good side and they’re pleased with you.

Pick a time when they’re in a good mood and seemingly open and receptive to the outside world.

Pick your battles. Make sure this is truly a situation that needs to be resolved and addressed before you can move on with your work.

Reframe it back to the manager for clarity

If the inconsistency is with direction and conflicting messages, the employee should ask for clarification:

Reflexive mirroring . Repeat what they said back to them so they can confirm their own statement and add what you need clarification on. Have the manager give a clear directive so the onus is on them.

For instance…

“I heard that you want the project done asap, but that we should also focus on this other project immediately as well. I want to make sure I do exactly what you want – which should I make the priority?”

When it comes to inconsistent reinforcement, the employee can do the same thing – throw the ball back, i.e.:

“I want to improve and make sure I’m doing the best job – what is the area you feel I need to work on?”

Asking your boss for clarification shows respect and protects you from future misunderstanding. With inconsistency, there are no rules, so you want to do your part to get on as stable ground as possible.

Speaking up for yourself will also embolden you. When you act and express yourself – even if the conditions don’t change – you will change internally because speaking up for yourself has an ameliorative effect on the soul.

When you don’t stand up for yourself or your needs, you tap your willpower. You are left feeling drained, exhausted, and you increase the likelihood of learned helplessness.

We can be swayed by titles – manager, boss, CEO, etc – but it’s always important to remember these are not divine kings sent to us from the heavens, they are regular people who were hired into a position.

Though inconsistency and incompetence are infuriating, it’s important to allow compassion and understanding in. This is a person with faults, insecurities, goals, and dreams like everyone.

Perhaps they took on more than they can handle, maybe the inconsistency is a result of trickle-down inconsistency from the top and they’re just trying to stay afloat; perhaps they never even wanted to be in this position but couldn’t resist the pay increase.

Put yourself in their shoes, consider their life, what might be happening in their world. Consider the fact that if they leave and you get their job that a) that might have been one of their fears all along and b) you might not be so consistent yourself.