« Les convictions profondes d’un insupportable manager » (Extrait de « The 9 core beliefs of truly horribles bosses »)

Aujourd’hui, je ne résiste pas à citer Geoffrey James qui publie régulièrement dans Inc.com (voir sa signature en bas d’article).

Après avoir partagé avec nous les « 8 croyances profondes des managers extraordinaires », il nous décrit les « 9 convictions profondes d’un insupportable manager ».

Je vous traduis ici les grandes lignes. En tant qu’ancien manager, je sais à quel point il est difficile de garder son sang froid (gestion de soi, maîtrise de soi) quand on est entre le marteau et l’enclume, quand on est aux prises avec la réalité opérationnelle et économique et les préoccupations humaines et sociales.

Cependant, quels que soient les défauts développés, il est toujours temps d’en prendre conscience et de modifier son comportement pour le plus grand bien de tous, le sien, celui de son entreprise.

1. Management is command and control.
(Le management consiste à « ordonner et contrôler »)

Horrible bosses think their job is to order employees to do things and make certain that they do them.
Smart bosses know that the job of managing is mostly helping employees be more successful and making difficult decision that employees can’t make on their own.

2. Employees should WANT to work long hours.
(Un collaborateur devrait VOULOIR faire de longues journées)

Horrible bosses are convinced that employees who don’t want to work 60-hour work weeks are slackers and goldbricks.
Smart bosses know that numerous studies have shown that any attempt to consistently work more than 40 hours a week reduces productivity.

3. I manage numbers rather than people.
(Je gère des chiffres plutôt que des Hommes)

Horrible bosses put all their energy into making certain that the numbers come up right, even if it means changing the numbers.
Smart bosses know that the only real way to get good numbers is to help your people make their numbers.

4. If I really need something done, I do it myself.
(Si je veux que quelque chose soit fait, je le fais moi-même)

Horrible bosses think of themselves as the star performer who can fix any problem by yanking back authority and responsibility.
Smart bosses realize that true leadership entails motivating people to own their own successes and failures.

5. I don’t decide until I have ALL the data.
(Je ne décide pas tant que je n’ai pas TOUTES les données)

Horrible bosses are so risk averse that they require mountains of information before making any important decision.
Smart bosses understand that there’s a point (and it usually comes fairly quick) that additional information merely muddies the waters.

6. I own the success and you own the failure.
(C’est mon succès mais c’est votre échec)

Horrible bosses take the credit when things go well and point the finger when things go poorly.
Smart bosses know that their real job is to 1) fix the failures before they happen and 2) publicize the wins that employees achieve.

7. I like to keep them guessing.
(J’aime bien les laisser deviner)

Horrible bosses play their cards close to the chest and never let employees into the decision-making process.
Smart bosses know that decisions are more successful when those tasked with the implementation of them are involved from the start.

8. The salary review is the perfect time to coach.
(L’entretien annuel est le moment idéal pour donner des feedbacks et coacher)

Horrible bosses sandbag their complaints, criticisms, and advice until the employee’s performance review.
Smart bosses realize that employees panic when they’re bushwhacked and can only change behavior when they’re coached gradually and regularly.

9. I’m so important I don’t have to be polite.
(Je suis tellement important que je n’ai pas à être poli)

Horrible bosses are so puffed up with grandiosity that they can’t be bothered to control themselves.
Smart bosses know that corporate bullies eventually get what they deserve–a staff of lickspittles whose lack of talent destroys the company.

Geoffrey James writes the Sales Source column on Inc.com, the world’s most visited sales-oriented blog. His newly published book is Business to Business Selling: Power Words and Strategies From the World’s Top Sales Experts

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