When I think back over my career, a pattern in at least one area emerges. The worst managers were those who were most insecure. An insecure manager is likely to be upset by employees who go above and beyond in their jobs, and they may even work to terminate an employee who they believe outshines them.
The question is how to identify and then deal with a manager who shows signs of insecurity.
Identifying an Insecure Manager
The best defense against having insecure managers in an organization is not to promote them in the first place.
Telltale signs of an insecure manager include showing hesitation to hire anyone but entry-level employees, and lacking a well-thought-out response when asked how they would manage a seasoned employee, especially one who is just as experienced as they are.
If they can’t explain during the process of applying for a higher-level position how their management of an upper-level versus lower-level employee would differ, it’s a sign they only know how to relate to employees when they feel superior to them.
Get 360 Feedback Before Promoting
When I had an experience with an insecure manager and expressed my bad experience to two colleagues, they both expressed that they never liked her. One of these friends said they found her “supercilious or haughty,” and the other friend described her as “smug and self-satisfied.”
Perhaps not being as savvy about people, I had liked this insecure person who was promoted to be my manager when we were co-equal colleagues. What my more sophisticated colleagues were picking up on were qualities that I read often are associated with insecurity. A person who is truly secure doesn’t have to act supercilious, smug, or self-satisfied. They can show humility and even be self-deprecating.
Red Flags
Generally, if a new manager starts making moves against employees in the department with strong track records, red flags should be raised. This is especially true if there have been other signs of insecurity, such as chatter from employees about high levels of micromanagement and treating all employees, regardless of level in the department, as entry level.
In these cases, the manager should be required to have a direct conversation with the employee they are criticizing. A Learning professional or Human Resources representative, along with the executive the manager has submitted the criticism to, should mediate the conversation. The employee should have the opportunity to respond and make changes. The executive and the Learning and HR team must be able to recognize when a manager’s criticism is likely coming from a place of insecurity and self-interest.
Providing Remediation for an Insecure Manager
When a manager has value in many ways, such as being an impressively hard worker or having strong analytical skills, it’s worth seeing if their insecurity can be remediated.
It is possible to counsel someone on how to manage while being secure in their own value. The Learning professional charged with this task might want to start with the understanding that this person is likely unaware of their behavior.
“Jill, I noticed you have brought complaints to the executive overseeing your department about employees who had great track records before you took over. Yet, you never have put in any complaints or criticism directed toward any lower-level employees. It’s possible it’s just a coincidence that all the employees you struggle with are those who are the most accomplished. However, I’m concerned that it’s more than a coincidence. I’m concerned that the primary reason you have the hardest time working with those who are closest to you in level of experience is because you feel threatened by them and perceive them as rivals to eliminate.”
Jill likely will push back on this observation. The person counseling her then could note the importance of having the ability to partner with other senior-level employees and being willing to treat even those who are technically her employees as colleagues she can learn from, in addition to manage.
The counselor also could remind Jill of the many strengths she brings to the table and the many strengths the employees she is treating as nemeses offer: “We all have our niches to fulfill, Jill. None of us can be good at all things—not even you. We must acknowledge our own strengths and weaknesses and conduct ourselves with humility. Have enough faith in your own particular strengths to let your most accomplished employees shine, even if they occasionally shine a little brighter than you.”
How do your Learning and Human Resources professionals work with managers exhibiting signs of insecurity so they can nurture, rather than undercut, their most accomplished employees?