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How Bad Bosses Haunt Companies After They're Gone

September 14th, 2009 @ 10:45 am

10 Comments

Categories: BNET, Career, International Business, Job Search, Leadership, Management, Research, Strategy, Workplace

Tags: Connection, Business Ethics, Leadership, Financial Accounting, Management, Finance, Stefan Deeran

As my BNET colleague Jeffrey Pfeffer wrote last week, despite the conventional wisdom, change for change’s sake is often harmful or worse for organizational performance. It can be tempting to bring in new leaders from outside a company under the “change or die” mantra.  But those newcomers might let their egos get in the way as they try to put their stamp on an organization.  Big new ideas often flop and costs (plus cynicism) increase.  More often than not, it’s best to simply improve upon what already works well within an organization.

On the flip side, while outsiders might have a harder time understanding an organization’s strengths, insiders tend to perpetuate the weaknesses of their predecessors.  That’s according to a new joint study by researchers at Kellogg and Northwestern who found that if “new decision makers share a psychological connection with an initial decision maker, they may invest further in the failing programs of the first - even to their own financial detriment.”

Their experiment found that even the most arbitrary psychological connections (what they dub “vicarious entrapment”) influenced one’s ability to make independent decisions:

If the delegated decision maker was even subtly connected to the original - by sharing similar attributes like the same birthday or simply empathizing with the first decision maker, for example - he/she honored the original decision maker’s commitments and made further investments in that person’s losing decisions…

“Research has shown that once a psychological connection forms between two individuals, they are more likely to cooperate and favor each other financially,” said Adam Galinsky, the Morris and Alice Kaplan Professor of Ethics and Decision in Management at the Kellogg School. “The current research suggests that they are also more likely to escalate on each others’ failing decisions.”

The study’s authors argue that when a company really needs to right its ship, a true outsider without any connections to prior leadership might be the best person for the job.  From your own experiences, please share whether you think that strategy is correct in the comments section below.

Stefan Deeran consults environmental advocacy groups and businesses on their sustainability strategies and communications plans. He also publishes the online newsmagazine the Exception.
 
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  •  
    1

    secret_treaties

    09/15/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    I used to work for a company who replaced 7 of 9 IT managers under the ?change or die? mantra.
    The company is now bankrupt.

  •  
    2

    mohanramsujatha

    09/15/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    "If any one wishes to bring change for future, they must leaf through the past"--BMW mantra

    This says it all, whether you are an outsider or insider...

  •  
    3

    dochead

    09/16/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    @secret_treaties: Well, bankruptcy is a type of change.

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    4

    3dogMcNeill

    09/16/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    Apparently you haven't read Business Week's article, Smashing the Clock http://tinyurl.com/ymsndy

  •  
    5

    barcodeguy

    09/16/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    Stefan - You've got it right. Improve what works. Every company I have ever worked for (And a few that I've done business with) has had major losses, or even failures, due to big expansive changes. This has been the case whether the change came from an internal source, or the company brought in an outsider. What most companies fail to do is listen to their front-line people and their customers. Try the small ideas that make people's jobs easier, or their customer relationships stronger. I have found that company management often brings in "new blood" to shake things up and do the dirty work that they find distasteful. The person delegated with this task, usually doesn't stay long with the company, and moves on to their next career stepping stone, leaving little of value, or even nothiing, behind. And yes, they have usually perpetuated the "vision", of the person(s) who brought them on board.

  •  
    6

    barcodeguy

    09/16/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    3dogMcNeill - I just read the BW article. Thanks for the tip. It's refreshing that management was willing to embrace the "stealth" ideas of the front-line people who thought a change was necessary. An example of great management. Part of which may have been to just listen and keep an open mind.

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    7

    RickGrbavac

    09/16/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    Stefan, the comment that first caught my eye was:
    "More often than not, it?s best to simply improve upon what already works well within an organization."
    Every organization has some positive deviants (those people who have figured out how to be successful in that environment). Sometimes it might take a new set of eyes to recognize their importance. My experience is that when a new leader takes time to find and leverage the wisdom and knowledge of the successful few, they make huge impacts in their organizations.

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    8

    barcodeguy

    09/17/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    RickGrbavac - You're right, but in my twenty-four years in the working world, that has proven to be the exception rather than the rule. I once had a boss who helped me win a nulti-million dollar contract when corporate management was fighting us all the way. He ignored them. We made the company a great deal of money and soundly beat our competition. We made more money than if we had followed the traditional copmany policies. Because of that boss' assistance, I led the national sales force in sales. He was subsequently fired for, "Not fitting in". A year later the division was closed. We've all heard it, yes, the fresh viewpoint could be compared with the old, "Think outside the box". I consider myself, as you say, a "Positive Deviant" (I like that). Unfortunately many companies do not want to upset the staus quo, and bad managers hire non-threatening clones of themselves to shore up their view of the company policies and objectives.

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    9

    RickGrbavac

    09/17/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    Hi barcodeguy;

    I too have been a casualty of new or old management trying to make their mark. My point was that the new managers that I have seen that have been successful entering a new organization were ones that took the time to find out what the positive deviants were doing right and then worked to get others on that path.
    I watched as a great company was destroyed because outsiders had a better idea. Positive deviants usually disregard conventional wisdoms and can be perceived as a threat to insecure managers.

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    10

    R. B.

    09/21/09 | Report as spam

    RE: How Bad Bosses Haunt Companies After They're Gone

    I think it depends on the leader and what needs to change within the organization.

    A good leader is going to take some time to fully understand the issues and strengths of an organization before making changes. Otherwise, they're just initiating change for the sake of change.

    I've seen internal leaders who were very much a part of the problem and would never be willing to contribute to the solution. I've also seen existing leaders who had been trying hard to make a difference in their sphere who have finally been able to contribute positively to a change initiative when they've been put in charge and given the chance.

    I've seen external leaders come in with massive egos who have made destructive changes because they didn't fully understand the needs of the company. But I've also seen external leaders come in to a company, do their due diligence and work within the existing framework to make significant important improvements that were much needed.

    So, I guess I'm saying all that to say, in my experience, it's all in how it's done, not in who is doing it.

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