Are Your Subordinates

Setting You Up to Fail?

By Jean-Francois Manzoni and Jean-Louis Barsoux

Presented by Group 8
Agenda
Introduction
1. Fast impression
2. How good bosses get mislabeled
3. Perceiving Boss’ behavior
4. Driving Boss’s behavior
5. How unwary boss get trapped
6. Implication for Boss
Conclussion
Introduction

 In most of business and management

Leaders
Leaders writing, all reasons for problems in
the relationship between leaders and
subordinates seem to be always from
Leader-
Leader-
Subordinate
Subordinate
the leaders.
Relationship
Relationship

 However, subordinates sometimes,

individually or collectively,
Subordinates
Subordinates
contribute to problematic
relationships between themselves and
their bosses.
 1. Fast impression

 Subordinates base on the first impression to label

what type of a new boss is. These labels guide their
interactions with the boss.
 “You never get a second chance to make a first
impression”

=> Problems: Good bosses get mislabeled.

 2. How Good Bosses Get
Mislabeled
 2.1. The Boss Walks in Pre-labeled
› Oversensitive Employees
 Affected by how they have been managed previously
 Looking for the same treatment as predecessor
 Act as previously
 Undeclared contenders, allies of a un-promoted manager

› Team Preconceptions
 Predecessor’s reputation
 Bad predecessor /“dead man walking” label
 Admired predecessor/
 The circumstances surrounding the predecessor’s departure also matter
 Before the new boss arrives situation
 2. How Good Bosses Get Mislabeled
2.2. How the Boss Makes Things Worse
 Scenario
› When mislabel is activated
› Subordinates’ misunderstanding the boss
› Routine oversights and/or unpurposed-to-harm actions of
boss.
 Concepts
› Strict observation + boss’s action => Snap judgment
 Consequences
› => based on to overestimate the personal-base factors,
underestimate situation factors
New bosses

Boss actions Snap judgment

Boss decisions in early stage “Sending signal”

When mislabel
Failure in consult or inform
is activated one or some subordinates
“doesn’t seem very open”

Boss wants to change

“clueless”
(Assigned to make changes)
Established Bosses
Boss Snap judgment
When mislabel Style “Overstayed his welcome”
is activated
Decision, comment, action
(Maybe result of wear and “Final straw”
tear . . .)
 3. PERCEIVING THE BOSS
BEHAVIOR
Overwhelmed

Confirmatory biases

FOUR WAYS OF INFORMATION

PROCESS:

what they notice

what they make of it
what they remember
what they discuss and with whom
 WHAT THEY NOTICE
WAY OF OBSERVE:
Direct
By others
Data

 Focus on what matter most

 Notice when the boss interferes
or speak abrasively
 - What they make of it
 May interpret the
boss’s action or
comment negatively
 Different interpret
depends on subordinate
view
 Negative impact from
their boss or leader
 - What they remember
 Negative inferences about boss behavior

 Inferences may be stored away as likely cause

and retrieve later

 Memory turns out to be a reconstruction of the

past, not simply a reproduction of it
 - What they discuss and with whom
 Cognitive biases can be reinforced by
subordinates interaction pattern

 Reality check with colleague

 Analyze different treatment

 Discuss with team member ensure to develop

negative view on leader
 4. Driving the Boss’s Behavior
4.1 Passive Provocation
1. Subordinates begin to thing that the new boss
incompetent
2. Subordinates not ask the boss for help
3. No solution to the subordinates problem
=> Boss can’t make decisions
=> Raise boss anxiety
=> Boss feel compelled
4. Subordinates think that boss is unpleasant
Driving the Boss’s Behavior (cont.)
4.1 Passive Provocation (cont.)
5. Subordinates give critical feedback to the
boss
Þ Boss ignored the feedback
Þ Boss give forceful instruction
6. Subordinates develop negative view
 Driving the Boss’s Behavior (cont.)
4.2 Active Provocation
1. Subordinates think that new boss is like the old one
2. Subordinates asking for past injustice
=> New boss frustrated
=> New boss get blamed for what he refuses to do
3. Subordinates become aggressive
4. Subordinates find ways to get reaction from the boss
5. Subordinates raise issue that boss rejected
Driving the Boss’s Behavior (cont.)
4.2 Active Provocation (cont.)
6. Subordinates make proposal in the wrong forum
7. Subordinates prove to the boss who never listen
by making a suggestion
8. Allow subordinates to deflect the blame for
dysfunctional relationship with the boss
9. Lead subordinates to sabotage their own
chances of success
5. How unwary bosses getting
trapped
Negative view of subordinate in their bosses

Stage 1 Stage 2 Stage 3 Stage 4

• Bosses are • Divided group • Withdraws • Both boss &
not getting subordinate
through to In- Out-
some of •Become match into
subordinate group group more mutual biases
•Adjust forceful & stage
behavior coercive
accordingly
Causal Map
 Implications for Bosses !
A Survey Done by MITSloan says…….

1. Bosses should be mindful & should

explicitly manage their own labeling,
expectations and biases.

2. At work they should not only manage

their own mental processes but also
take into account those of their
subordinates for better relations.

To avoid getting an undeserved label,

individual bosses must take four
important steps……
Step 1: Understand the situation

1. New bosses need to be

aware of what they are
walking into, both in business
& human terms.

2. Identify any changes to be

made in the organization.

3. Prospective bosses should

ask some questions like…
 How their arrival is likely to
be perceived?
 What were the
circumstances of
predecessor’s exit?

4. Incoming leaders need to

figure out where they stand.
 Step 2: Invest early in subordinates

New Bosses must spend significant time one on-one

with subordinates for three reasons –
1. To Understand how
- competent they are
- relate their previous boss
- their strengths, weaknesses &
characteristics while on job
2. To get to know them by
- interacting & making good
impression
- making good relations, clarify
expectations, relationship styles
3. To establish rapport
- invest time & show commitment
- assure and respect employees as individuals
- It helps in decreasing anxiety and defensiveness associated with
feedback, as well as reluctance to approach the boss for advice
 Step 3: Be mindful of One’s own Behaviour

1. New Bosses overestimate their good intensions &

good character will shine through.

2. Managers need to establish & maintain a positive

and well balanced relationship with subordinates.

3. Take actions that will help subordinates in their

work, demonstrating openness to subordinates
inputs or supporting them in their careers.

4. A few well chosen efforts early on in the relationship

will create momentum & help the boss to acquire a
positive label.

5. Once team members gets confidence in this

relationship everything becomes simpler for the
bosses. They become more approachable & reliable.
 Step 4: Intervene Early
When bosses feel that they’re not getting the credit they deserve from
subordinates or sense that certain subordinates are not engaging, they have to
make an effort on two fronts:

1. Beware of labeling 2. Act Quickly

- Understand few - give feedback when
subordinates would sense concerns, this
take time to may not be pleasant
understand you & but important
resist to approach - don't judge rather
- Should maintain look for mitigating
mental bandwidth & factors ( For e.g.: lack
resist jumping to of training, time, too
hasty decision. many responsibilities,
- give them another etc
chance to connect & - - Can double check or
realize this process is give benefit of doubt
not instantaneous . will ensure employee
that they are been
evaluated fairly.
 Conclusion
• Subordinates have collective histories and
individual sensitivities, as well as anxieties and
mental bias, that these sometimes make it
difficult for bosses to be effective leaders.
• Bosses must try to understand interpersonal
context before they get sucked into a vicious
circle with subordinates.