Do you think bad managers can change?

Nancy Parsons' Response to LinkedIn HBR Group Question...

Organizations often do not hold managers accountable for bad behaviors especially if the financial results are being met.  What we have found most effective, even when we are called in for the “derailing” manager intervention, is using diagnostic tools that measure a leader’s character traits, inherent risk factors and motivational needs.  These tools measure why behaviors manifest the ways they do – or the root causes of behaviors.

360 tools only provide an observers view of “what and how” leaders are perceived by others. You need this as a starting point – but you need more.  The CDR 3-D Suite (measuring characteristics noted above) identifies the “why’s” behind behaviors (good and bad).  Without this data the bad behaviors usually continue to create problems and eventually result in a negative outcomes. 

Accountability and the proper diagnostic tools are a must.  Then, there is no wiggle room or place to run for the manager who is acting badly if you use these types of accurate and revealing measures.   The other interesting fact we have found is that in EVERY case where the manager was derailing – the manager was in the wrong job or did not fit in the first place!  The diagnostic tools tell you that as well.  While most of our assessment and leader coaching is provided for non-derailing leaders, it is crucial to use the tools in cases of the "bad" manager behaviors.

Can they change? It depends on their profile, the job requirements, key stakeholder profiles, and cultural needs.

In addition to proper diagnostic tools, you have to hold leaders accountable for their bad behaviors.   There needs to be clear expectations, consequences and action.  Just because someone has a particular set of risks (as we all have risks as part of being human), is not an excuse for bad behaviors.   A few of the eleven inherent personality-based risk factors we measure include:  Rule Breakers, Cynics, Egotists, False Advocates, and Upstager.  Combinations of these traits in a leader under pressure may result in bullying, inappropriate and deceptive behaviors.  

We also have an article posted on topic this titled “Mixing Magic & Coaching - Leadership Derailment Intervention” at http://www.cdrassessmentgroup.com/News.php