Why managers are getting worse — my 25 years of self-employment
A reflection
I have been self-employed for 25 years now.
For some time, it looked like leaders were getting better. A look at the reality today shows that this did not last. Whether Gallup or other studies, quiet quitting, loud quitting or other effects have been discussed in previous articles and podcasts, the talent, skill and labour shortages are omnipresent while no improvement is in sight for years to come.
Many expected a more positive article on the 25th anniversary of my self-employment. However, reflecting on this aspect and drawing appropriate conclusions is important.
Status Quo
Elon Musk, celebrated by many for (too) long while ignoring his privileged circumstances, is now actively calling for the election of the AfD, a far right-winged, xenophobic political party in Germany. He accompanies this on social media with a post on rescuing refugees in the Mediterranean. The Federal Republic of Germany responded appropriately that the video was well-known: “It’s called saving lives.” — Elon Musk, pseudo-super-entrepreneur and role model for many younger people, is increasingly showing his true colours. However, assaults without consequence are also known from the state (see recently published leaks about right-wing extremist statements in the Frankfurt police), as are those from my industry. Self-proclaimed associations, led mainly by people with a strong urge for ego and self-promotion, show that the future, at the moment, is by no means looking great in my sector either, even if some positive changes could be seen recently. The current situation is bad, which is also evident in the world of work. We must discuss this.
Status of Assault
Today, assault can be seen in various forms.
The content variant likes to pose as pseudo-scientific. Whether dubious personality tests (those were discussed in a separate episode) or statements based on individual experiences or activities, the palette here is broad. This behaviour is usually garnished with a portion of unscientific statements that declare one’s opinion fact. Arbitrariness is often used as a further ingredient. Whether blanket statements or assessments and condemnations of arbitrary factors, a rounded picture of bad leadership is no longer an exception today.
Add to this the personal encroachments. Demands for obedience under catchwords like “loyalty” or “duty” can be observed here, as well as attacks against personal physical or psychological characteristics. Verbal lapses are deliberately kept in a supposedly unprovable channel. When these are published, the perpetrators are enraged.
Criminal assaults of a physical and psychological nature are reported more frequently year after year. Harassment through deliberately different interpretations of labour laws is a popular vehicle here.
The principle “it is better to ask than to tell” seems unknown to many managers and leaders today. The leadership failures which were only reported to me would fill books.
Do you still wonder where the lack of young talent comes from in today’s times?
(You can find more examples and tips on warning signals in this week’s podcast; see the links below).
Status Change
It can be done better, as some organisations and leaders are proving.
Any organisation needs development programmes. A few years ago, it was unthinkable that a person without leadership training would take on such tasks. Today, however, you regularly find people who have done very well operationally and suddenly find themselves at management and leadership levels without further qualifications. Disaster is to be expected in most cases. Feedback must be given regularly, preferably in the form of 360° feedback. Since continuous development is expected of employees, this must also be provided by the manager. It is legitimate at a certain point as a leader to no longer pursue this, as long as the leadership handover to another person goes hand in hand with this moment.
However, it is particularly important to deal with leadership misconduct. In practice, sanctions can be seen immediately at the operational level, but at the management level, organisations often are disproportionately lenient in the case of sometimes much more serious offences. Misconduct on the part of managers or leaders requires prompt investigation while preserving the presumption of innocence. If misconduct is found, appropriate consequences, countermeasures, and accompanying measures to correct behaviour in the future must be taken accordingly. These measures must be structured and documented.
Closing words — for today
After 25 years of self-employment, I have only one wish: please be part of the solution and not part of the problem. As part of the LGBTQIA+ community, I experience, also and especially professionally, not infrequently from self-proclaimed colleagues, assaults every week, some of them severe. A timely change in these behaviours is imperative. Always be aware that silence is violence and passivity is complicity.
Thank you very much for your support. Here’s to the next 25 years and more.
More on the topic of better leadership in this week’s podcast: Apple Podcasts / Spotify
Do you care about excellent leadership?
Let’s talk: NB@NB-Networks.com
Contact: Niels Brabandt on LinkedIn
Niels Brabandt is an expert in leadership with more than 25 years of experience in real-world practice and science.
