Take action – don’t let bad management behaviour derail your train

Bad management behaviour is catching

Bad management behaviour is catching

Poor behaviour exhibited by senior leaders sets the tone for everyone, especially if this behaviour is habitual and automatic, and engaged in without the person even realising it. This breeds acceptance that this standard of behaviour is OK for everyone. Just look at ‘The News of the World’ phone hacking scandal as an example.

Addressing such behaviour, which can derail corporate governance, will add value to your organisation, especially when tension, hostility and conflict are common, and individuals or teams are underperforming. Such behaviour can also lead to low levels of employee engagement and a situation where trust has been broken and dissatisfaction sets in.

However, a considered approach to developing ‘best behaviours’ can help. Good initiatives include:

  • Developing a mediation service, to help reconcile conflict
  • Acknowledging, using and acting upon upward appraisal
  • Developing whistle-blowing mechanisms and encouraging their use
  • Measuring leaders’ attempts to silence, bully or exclude employees who report misdeeds
  • Striking a balance between over and under-governance regulation towards individual accountability.

These initiatives will allow positive beliefs and values to develop. But you do need to take action – and we can help.

Reach us at 07779 345 499, m.raymond@mwrconsulting.co.uk

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in developing senior managers and their teams – both on an individual and team level – so they can develop practical approaches that encourage positive, constructive behaviour. This, in turn, leads to the development of positive beliefs and values. We are ready work with you, to help you get the best out of your people.

Here are some examples of approaches that can be used and tailored to your individual needs:

  • Mediation, to address workplace conflict
  • Individual coaching
  • Special projects, secondments and assignments
  • Psychometric assessment, which can identify strengths as well as derailing behaviours and also include 360 degree feedback
  • Personal development activities
  • Structured module for understanding the psychological contracts in your organisation, both at an individual or team level
  • Straight Talking: …Straight Talking create change through conversations  Continue reading

How to avoid employing a narcissist

A narcissist can charm the birds – and recruiters – out of the trees, so don't interview alone

A narcissist can charm the birds – and recruiters – out of the trees, so don’t interview alone

Not surprisingly, recruiters hunt for the traits that are the positive side of narcissist behaviour. These include the narcissist’s charm – they can ‘charm the birds out of the trees’ with their confidence, easy way and ability to persuade people to their way of thinking.

On the other hand, they are also self-absorbed, have vaulting ambition and have an inflated and, at times, unrealistic opinion of themselves. Their soaring ambition and sense of entitlement may also motivate them to manipulate the recruitment process.

Organisations that feature occupations which have high levels of independence in their work, such as sales, law, psychiatry, politics, finance and science, are attractive to narcissists and other personality-disordered people. So, in putting their best foot forward

and giving a good impression at interview – by being too much of a good thing, really – they can make their more undesirable traits hard to spot.

So, if you do one thing differently, in order to avoiding recruiting such individuals, then use a psychometric test specifically designed to detect the unhealthy and disordered aspects of people’s personalities.

Ideally, avoid being attractive by doing these five things:

  • The job advert – don’t use the words visionary (undesirable as this encourages power fantasies); persuasive (undesirable as can also be exploitative); influential (undesirable as it lends itself to manipulation)
  • Use a robust, structured selection process
  • Interview candidates with at least one other person present
  • Use psychometric tests designed to identify negative characteristics
  • Check out references, preferably with a phone call

 We can help with professional psychometric testing

Reach us 

Marjorie Raymond

Marjorie Raymond

T: 07779 345 499

E: m.raymond@mwrconsulting.co.uk

We have experience in the use of psychometric tools for both individuals and teams. We are  ready work with you, to help you get the best out of your people. Psychometric testing can add value when:

    • Individuals or teams are underperforming
    • New teams need to learn to perform fast
    • Team members are unhappy with each other

What do you think?