Post on 30-Oct-2014
description
2010
THE 2010 CALENDAR
OF THE
BIG
BAD
BOSS
2009 has been rich in:
- high Stress levels
- suicides on the job
-massive lay-offs
- illegal confinement of bosses
- offshore relocations
- violent strikes
WORSEand 2010 will be
AS MANY MANAGERS
ARE NOW TRAINED TO
PUSH PEOPLE OUT
WITHOUT FIRING
Mission quarter1
in french:
C’est
Con mais
C’est
Comme
Ça !
Management by the 5 C
Translated :
That’s the
way it is !
JANUARY 2
010
KICKING OUT
THROUGH
PROMOTION
SERGE – Head of an engineering
service (3 engineers) in a large group gets promoted… by supervising a MUCH larger team…
He becomes the...
HEAD OF THE INTERNAL
RESTAURANT
Result : Serge can’t support this situation
and leaves the company 2 weeks later
FEBRUARY 2
010Always HIGHER
« Like pressing an orange… »
Laurent, Director General Services
30% of his pay depends on his achievement
Goal Year 1 : cutting operating costs by 30%Mission achieved with 34%
Goal Year 2 : cutting operating costs by 35%Mission achieved with 37%
Goal Year 3 : cutting operating costs by 40%Failure – with only 34%. Laurent has been fired for lack of result…
MARCH 2
010
THE BOSS
rules the waves
Patrice, Sales director
Implemented an atmosphere of constant war
The 5 sales persons (newly arrived) have to chase new prospects…
But Patrice steals in the end the signature of new contracts…. And it is Patrice who collects all contract incentives !
Disgusted, no sales person finishes his trial-
period
(but as revenue increases constantly… the board
keeps this insane situation)
Mission trimestre2
Seiri = get ridSeiton = get things into trimSeiso = wipe, rubSeiketsu = keep neat Shitsuke = strictness
Management by the(japanese)
5 S
APRIL
2010
FAKE EMPLOYEE
SURVEYS
Hubert, COO has to close a critical subsidiary having a lot of internal
problems
- Solution… execution of an employee satisfaction survey
Conclusion- Publication of a small note, confirming some
of the minor problems but without real explanations…
- Nomination by the group of an extra director (oriented trouble-tracking not operations).
Impact
Team completely unsatisfied and in less than 4 months, all 5 managers resigned !Successful operation as the subsidiary closed 2 months later
THE FOG
MACHINEM
AY 2010
Goal : loose focus
Carlos, GM of a business unit,
receives constantly new goals… (through a very complex matrix-organisation)
- Sales goal changes every 15 days - The SLA he has to respect changes every 2 months (due to restructuring in Europe, EMEA …)- After each European board meeting, the priority of the product portfolio changes radically- He has full P&L responsibility but the group is engaging major expenses he can not refuse
A company without focus or clear
settings… after doing a great job, all GM’s
leave after one year… just like Carlos.
JUNE 2
010
CREATING
OFFICE GOSSIP
Patrick, President of a subsidiary
He is doing well but he has a strong personality and does not necessarily follow the group-rules. Several group executives don’t like him.
Launching of a very negative buzz (articles on a so-called bad performance, sending of tax-inspectors, legal inspectors… ).
Result : the employees have lost confidence in their boss and internal conflicts ignite.
Patrick resigns 6 months later … and the unit is integrated inside the group as a “department”.
Mission quarter3Management by the
Management by stress
3-yearly Mobility plan
Perpetual Move-on (change)
Manipulating Redundancy
Multiply “kick-out” forces (early-retirement, relocation…)
5 M
JULY 2
010
Annual Assesment
= split-up
Sylvain, director of an IT field
service - learned how to use the annual assessment
discussions to destabilize certain people.- his goal : make people leave without firing
“You work hard but you are not efficient”“The market has changed so you need to adapt quickly”“Our clients ask us to work 10% faster… so do it”“We expect you to execute, not to talk…”“The market conditions are not longer present to pay you any training”“The team is filling up your inexperience”
Result:
The number of resignations has …tripled
AUGUST 2010
HOLIDAY BUZZ
TO DIVIDE
Francine, site manager (distribution) –executing a major critical contract (but money-losing activity)
She reads in the written press :- A project to unite several sites- A project to offshore several services
Her site is not impacted… but this has not been written
Returned from holidays, she finds her company on strike. One week later, her critical contract has been cancelled by the client…
Result:- Close down of the site (- 54 people)- The group ended a money-losing contract without penalties
SEPTEM
BER 2
010
ROT THE
ATHMOSPHER
Gérard, director of operations
His mission : divide by 2 his team without firing
He :
- changes the team priorities 3 to 4 times a day- never explains his decisions- does not share information neither forecasts- reduced office cleaning (and decoration)- always focuses on speed of execution and the restriction of resources- is always searching for the person responsible for a delayed intervention…
Result : 50% of his team left in less than 12 months time
Mission quarter4
In French :
Stresser
Sévir
Stigmatiser
déStabiliser
Subordonner
Management by the
5S
Stressing
Splintering
Stigmatizi
ng
destabiliz
ing
Subordina
ting
OCTOBER 2
010BIG BROTHER IS
WATCHING YOU
The eternal monitoring
Hubert, GM of a software house
He ismonitoring everyone
He knows of each person the number of cups ofcoffee, the number of cigarette-breaks, the timespend on the Web, the number of personal phone calls…
It allows him to knock down people by
increasing (in a clever way) their stress-level sohe/she will resign as quickly as possible.
November2010
The CONSTANT
BATTLE for
SURVIVAL
THE ETERNAL COMPETITION
Jean and Philippe, two directors at 2
different engineering offices but in the same group (both working under a fixed term contract)
They both work – without really knowing - on the same files and have to prove their efficiency by delivering to the Group the best products at the best price (and at the shortest delay).
This constant battle is tough … and stressfull.
No director stayed more than 2 years in the company… but the Group got extreme fine products !
DECEM
BER 2
010 THANKFULLY… THERE ARE STILL
SOME GOOD BOSSES
email : interim-executives@lesrelanceurs.fr
@ND YOU C@N FIND THOSE HONEST
@ND PEOPLE C@RING EXECUTIVES
TO @SSIST YOU ON IMPORT@NT
CH@NGE @ND/OR RESTRUCTURING
PROJECTS ON :
All pictures are royalty free and
from :
- www.freedigitalphotos.net
- www.dreamstime.com
All the stories in
this presentation
are real and
happened in
France. Not one
single boss got
legal problems…