Bad Management is Sabotage

Middle managers, especially, can get in on the act. Those with white-collar jobs should pontificate, flip-flop, and take every decision into committee, says a section on ‘General Interference with Organizations and Production.’ “Bring up irrelevant issues as frequently as possible,” the OSS advises. Promote bad workers and complain about good ones. “Haggle over precise wordings… Hold conferences when there is more critical work to be done.”

-CIA Sabotage Field Manual

From Atlas Obscura.

How to Give Feedback

“There’s a Russian anecdote about a man who loved his dog so much that when the vet told him he needed to cut the dog’s tail off he couldn’t do it all at once, so he did it an inch at a time. Don’t be that kind of manager.”

Giving unclear, infrequent feedback has somewhat of the same effect — though slightly less violent. You end up hurting the person receiving the feedback more, even though you’re just doing what your parents always told you empathetic people do: If you don’t have anything nice to say, don’t say it at all.

This is where Scott says she’s seen managers make the most mistakes. “No one sets out to be unclear in their feedback, but somewhere along the line things change. You’re worried about hurting the person’s feelings so you hold back. Then, when they don’t improve because you haven’t told them they are doing something wrong, you wind up firing them. Not so nice after all…”

In order to give people the feedback they need to get better, you can’t give a damn about whether they like you or not. “Giving feedback is very emotional. Sometimes you get yelled at. Sometimes you get tears. These are hard, hard conversations.”

Read the full article here.