Bad managers clean up the mess after their predecessors - even if there is no mess
When an unsuitable manager is appointed to a new position, they often tend to clean up after their predecessor, who, they claim, created such a huge mess in the department that it will take at least a year, if not more, before everything is in order.
Bad managers are always busy
They are involved in too many projects and are in fact so busy they do not have enough time to work on common tasks. And as these projects are allegedly crucial to the organisation's success, bad managers cannot be expected to work on their other goals. They will only do this when their other projects are completed - which will never happen.
Bad managers know how to play the game with goals
Bad managers never get optimal results from their departments but they don't mind. They would rather have low performance than run the risk of being punished for failing to meet ambitious goals.
Bad managers can only lead from a distance
Bad managers like to use performance indicators because this allows them to distance themselves from problems. Thus it is easier for them completely to avoid their department's daily activities. And if anything goes wrong, they can avoid liability: after all, they weren't there!
Bad managers always blame someone else
Bad managers have numerous excuses for not achieving departmental goals. They blame management reports that do not accurately reflect performance, while their own reports show they have achieved their goals. They blame the outside world: the economy was down, it was raining too much, it wasn't raining enough ... It is said that next year will be better. They blame their weakest colleague. And so on.
Bad managers make tedious and impressive plans
When writing a plan, bad managers know that expansive, protracted and complex plans always impress top management by giving the impression they know where they are going and are thinking about everything. They also know these detailed plans can conceal various assumptions that act as protection when top management begins to complain that goals have not been met ("Well, you knew that could happen, we put it on page 237, section 3, line 5… ”).
Another advantage is that employees will not read or understand these plans, so it will take a long time for the department actually to start working on the implementation of the plan, if it ever does.
Bad managers communicate in only one way
Bad managers are able to organise an open forum for employees to express concerns, questions and suggestions. However, they are only pretending to be interested in employee feedback. In fact, they will not act on what they hear; instead, they stick to their own plans. If people complain, a bad manager uses open forums against participants and claims everyone else is to blame for any incompetence.
Bad managers only have eyes for shareholders
Bad managers know whose bread to butter: shareholders'. Therefore, they work diligently to meet their needs and interests, even at the expense of the long-term interests of the organisation.
Bad managers are real Machiavellians
"Divide and rule" is the basic mantra of bad managers: manipulation with colleagues, employees and bosses. As a result, the target members of the organisation are more concerned about protecting their backs rather than focusing on department development.
Bad managers have a termination strategy
When the going gets really tough and the organisation wants to hold a bad manager responsible for (non-)actions, they leave for another organisation. The bad manager has, in fact, been planning their exit strategy for a long time and always has a back-up organisation where they can flee.
Have you ever encountered any of these definitions of bad management in your own area of experience? If so, share them with us!
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