He reported to the Marketing Manager.
Just a few days into the role and another new face appeared in the department. My friend introduced himself and politely enquired what the new person’s role was.
“I’m the Marketing Manager,” he said.
Now put yourself in my friend’s shoes. He has just left a nine year career in another company. He has relocated to a different part of the country. And he has had three rounds of interviews and thinks he has fully understood the structure of his new department.
And now his line manager seems to have a clone. And he is unnerved.
Now his boss, the pukka Marketing Manager, reports to the Marketing Director. The Marketing Director has appointed the clone… so what’s going on?
Well, like so many situations like this, it’s all about the ‘p’ word.
The Marketing Director is not so happy with the pukka Marketing Manager so the newly appointed clone, while having a quite different job as it turns out, has the same title. This is intended as a coded ‘warning’ to the pukka Marketing Manager that is intended to keep him on his toes.
All very well—and typical corporate leadership behavior, you say.
Except it’s not ‘very well’… and it’s not good leadership.
Good leadership would have seen the Marketing Director reviewing the genuine Marketing Manager’s performance through regular performance appraisals. Good leadership would involve nurturing and encouragement.
And good leadership would have considered my friend in the first few days of his new role—and the impact of any structural inconsistencies on his confidence.
People often say to me that good leaders know how to play the game and manage the politics to their advantage.
Well, that might be the case—
but it doesn’t get my tick in the ‘good leadership’ box.
Tags: boss clone confidence corporate leadership encouragement finance company first few days game genuine marketing good leaders inconsistencies leadership behavior marketing manager new face performance appraisals promotion manager sales promotion shoes tick toes