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Tuesday, April 22, 2014

7 things incompetent managers do as a habit

Competence in the workplace should be looked upon as the result of individual responses to the authoritative implementation of sustaining such a required performance by a superior. It is the work of a competent manager to understand the difference between workplace performance requirements and workplace competence. The best part of every management job is to manage well one’s own self first before acquiring the difficult task of managing people. And while the "performance" thing may pose a very tricky question, managers should be gauged not by personal output but rather in the way they motivate their people to attain a desired result.These are some of the things incompetent managers do as a habit: 

Working very long hours. They take delight, in an attempt to impress their subordinates, in projecting themselves as dedicated workaholics. They work long (sometimes unnecessary) hours and often had late nights and early mornings to keep busy with. A competent manager knows how to deliver exactly the tension between prioritizing a task and keeping things organized and focused. If they know how to manage themselves, working very long hours could be avoided.

Taking a task he or she had no core expertise with. Incompetent managers, more often than not, use displacement activity tactics to hide their incompetence. So instead of expecting them to deliver well of their duties, they will engage in smaller tasks to keep themselves preoccupied with. 

Underestimate the importance of effective marketing methods. Incompetent managers consider investing in effective marketing campaigns as a waste of money. To think that in disregarding such a marketing strategy is to save money is, actually and in fact, a mistaken belief. 

Insecure. Incompetent managers feel threatened whenever super-competent prospects surfaced. A competent manager must always have the confidence to accept the fact that some people are smarter than him or her and to appreciate for whatever positive things they can contribute.  

Too bookish. They think that by cleaving to the rule of book would give them the license to become the always-right-person who matters. Excessive love of procedure is, actually and in fact, a recipe for disaster because it often affords one to fail to prioritize things that need to be. 

Poor communicator. Incompetent managers are usually poor communicators. They don’t really seem to care what good communication is and, therefore, rejecting the influx of new thoughts and ideas that could have been formed and collected through proper interaction. A competent manager understands that good and effective communication is crucial to the success of all parties involved.

Inability to adapt. Incompetent managers are afraid of positive changes and they always find it very difficult to adapt to situations that require them to do something. It has been said that the key to success is the ability to adapt to any kind of situations. The same thing could be said as true for competent managers.

My conclusion:
A boss is a boss and the best way for subordinates to do in dealing with a superior of such a low caliber is narrowed down to these two options: Either you're willing to adapt or change a ship. Choosing to stay and adapt means taking the high road. So ride on it, ignore your boss's poor performance or bad behavior and focus on what drives you to be on top performance wise.


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