Page 87 - Becoming a Successful Manager

78 ESTABLISHING A SOLID DEPARTMENTAL FOUNDATION

“You don’t . . . ,” “You never . . . ,” and “You always . . .” followed
by negative phrases that can put people on the defensive. Blam-
ing, fi nding fault, making excuses, holding grudges, and spread-
ing negative rumors are also prevalent. These are not necessarily
signs of bad apples in your department, but they are all unhealthy
expressions of insecurity and trepidation.
Managers and other employees in such cultures are so caught
up with their inordinate need to be right and to look good that
they fail to see the consequences of their egocentric and defensive
attitudes. In reality, these attitudes are like weeds, which rob gar-
dens of vital nutrients. A weed-infested department stifl es creativ-
ity, discourages innovative thinking, and stunts the growth and
development of its employees.
Following are several common ways in which managers of
defensive cultures spread their negative infl uence.

• They are judgmental and engage in character assassinations.
Judgments essentially say, implicitly or explicitly, “You don’t
know what you’re talking about,” “Your opinions and beliefs are
not worthy of consideration,” “Your attitude is terrible,” or even
“You’re a fool.” Character assassinations typically begin with
“You” or “Your,” followed by a negative comment. By making
such a pat statement about an individual, managers are being
judgmental.

• They believe they have all the answers and do not value their
employees’ contributions. The actions of these defensive man-
agers, as well as their words, communicate the attitude “If you
don’t see things the same way I do, there is something wrong
with you” or “I have all the answers.” Managers who convey

these attitudes stifle give-and-take between themselves and their