Keys to Spotting a Flawed CEO - Before it's too late

The Warning Signs • An overt zeal for prestige, power and wealth. A manager's tendency to put his or her own success ahead of the company's often is evident long before that person is ready to assume the CEO post.

A reputation for shameless self-promotion. Executives who constantly seek publicity, are always looking for a better job or trumpet their successes while quickly distancing themselves from setbacks are sending strong signals that their egotistical ways may eventually cause major problems.

• A proclivity for developing grandiose strategies with little thought toward their implementation. These executives may assume that others at lower levels will magically turn strategy into reality.

• A fondness for rules and numbers that overshadows or ignores a broader vision. This is the flip side of the preceding problem.

• A reputation for implementing major strategic changes unilaterally or for forcing programs down the throats of reluctant managers. CEOs have to be consensus builders.

• An impulsive, flippant decision-making style. CEOs who approach decision-making with clever one-liners rather than with balanced, thoughtful and informed analyses can expect to encounter difficulty.

• A penchant for inconsiderate acts. Individuals who exhibit rude behavior are apt to alienate the wrong person at the wrong time.

• A love of monologues coupled with poor listening skills. Bad listeners rarely profit from the wisdom of their associates.

• A tendency to display contempt for the ideas of others. Hypercritical executives often have few stellar accomplishments of their own.

• A history of emphasizing activity, like hours worked or meetings attended, over accomplishment. Energy without objective rarely leads to improved organizational performance.

• A career marked by numerous misunderstandings. There are two sides to every story, but frequent interpersonal problems shouldn't be overlooked.

• A superb ability to compartmentalize and/or rationalize. Some executives have learned to separate, in their own minds, their bad behavior from their better qualities, so that their misdeeds don't diminish their opinions of themselves. An important internal check is missing. Others are always ready to cite a higher purpose to justify their bad decisions.

Dr. Leap is a Professor of management at Clemson University. From: The Wall Street Journal

Tribunal rules vice-chancellor is guilty

A tribunal has found the former vice-chancellor of Brunel University, Steven Schwartz, guilty of victimisation after he publicly implied that two former colleagues had behaved dishonestly, writes Melanie Newman. After Brunel staff members Gurdish Webster and Saeed Vaseghi lost claims of race discrimination against the university in 2005, Professor Schwartz sent two circulars around Brunel criticising the pair, whom he did not name.

Bemoaning the expense of defending the cases, he referred to the two as having made "unwarranted demands for money" and described their claims as "unfounded", "unmeritorious" and "futile".

"The cost of the defence exceeded £60,000," wrote Professor Schwartz. "This is money that could have been used for teaching and research." He criticised the then Association of University Teachers for using "members' funds to support futile litigation".

Professor Vaseghi told the tribunal that the message "echoed around the campus" and that as "the high priest of the university", Professor Schwartz's words were accepted without question.

The tribunal concluded that the claimants' sense of grievance was reasonable and justified. "Professor' Schwartz's assertion that the claimants had made unwarranted demands for money was an implicit assertion of dishonesty on their part," it said. The earlier tribunal, while dismissing the cases of discrimination, had accepted that they were made in good faith.

Professor Vaseghi and Ms Webster were awarded £7,500 each as compensation for injury to their feelings. The tribunal said Professor Schwartz and the university were equally responsible, so each should be liable for half of each award.

Sally Hunt, general secretary of the University and College Union, said: "The findings of the tribunal are important because members of black and minority ethnic communities often feel intimidated and fearful of making legitimate claims of discrimination against their employer."

A spokesperson for Brunel said: "We are taking time to consider the judgment in detail."

From: http://www.thes.co.uk/ by Melanie Newman

Appraisals a time waster

Many workers think their annual appraisals are a waste of time, saying they do not trust their boss to be honest or to take much notice of what is discussed, a survey released on Monday said.

The research found a quarter of respondents thought managers simply regarded the reviews as a "tick-box" exercise while one in five accused their bosses of not even thinking about the appraisal until they were in the room.

Almost half (44 percent) did not think their boss was honest during the process, 29 percent thought they were pointless, and a fifth felt they had had an unfair appraisal, according to the YouGov poll of just under 3,000 workers.

Only a fifth believed their manager would always act on what came up during the review and 20 percent said their boss never bothered to follow up any concerns raised.

However four out of 10 thought appraisals were a useful guide to an individual's progress and just under a third thought they were helpful.

Many said they would prefer more regular feedback, which might explain why 40 percent said they had been surprised at what they were told during an appraisal, said Investors in People, the organisation that commissioned the survey.

"It is encouraging that many people now receive an annual review and the research suggests that they find the feedback useful," said Simon Jones, Acting Chief Executive of Investors in People.

"But, it is also a concern that some managers may be letting down their employees by failing to give full and frank feedback.

"It's a great chance for managers to make sure their employees feel challenged and valued for the year ahead, rather than unmotivated and without guidance."

The survey found those working in the public sector were the most negative about appraisals while those employed in accountancy and financial services were more likely to see them as useful.

From: http://uk.news.yahoo.com
---------------------------
Unmotivated and without guidance... What about the Dean whose job it was to provide an appraisal but was not interested in doing so. In the end, the staff member demanded one and the Dean took five minutes to tick all boxes... What about the Head of School who used to insert in appraisals targets that were never discussed with the academic staff member? And all of this in a University that is an Investor in People!

Constructive Insubordination

This blog was set up out of frustration with certain events at the University of Lethbridge [Canada]. Some of the senior admnistrators seem bent on eliminating criticism and they take harsh action when openly challenged. Student concerns are sometimes dismissed out of hand. It is getting increasingly difficult to understand how the faculty association (ULFA) is offering protection for faculty caught up in this.

Faculty members’ relationship with the administration and university as a whole are governed by the Faculty Handbook. The handbook also outlines the procedure for promotion and tenure, for filing grievances and so forth. It is this handbook that a number of faculty members accuse ULFA of abandoning or selectively applying, leaving the members to fend for themselves...

...in October 2007, Prof. Robinson was so frustrated by all of this that he posted all of his documentation on the issue on a website he provocatively called “One Banana Short of a Republic” and wrote an open letter to the University administration in the student newspaper in which he advertised the site. The university administration was outraged and the Dean of A&S gave Prof. Robinson 5 days to remove the site (which is hosted on a private webhosting service) and to have the student newspaper publish a full apology or face unspecified disciplinary action.

At the advice of his lawyer, Robinson refused, and instead scanned and posted the dean’s letter on what is now called by many at the U of L “The Banana”. In turn, the dean wrote to Robinson informing him that he has recommended to President Cade that Robinson be suspended for two months without pay for “Gross Professional Misconduct”. He cited certain portions of the ULFA Handbook (that Robinson alleges do not really apply) and what is called FOIP (the “Freedom of Information and Privacy” laws in Alberta). This letter has also found its way to the Banana...

From: http://constructiveinsubordination.wordpress.com/

Choice quotes by certain University officials...

"I just thought it was rather appropriate for the Music Department orchestration of the collective grievance...." (laughs) - Prof Peter Scott, Vice-Chancellor Kingston University.

Also available in audio format: http://www.sirpeterscott.com/evidence.html

National teacher-bullying crisis, Australia

MORE than 90 per cent of teachers say they have been bullied by colleagues.

The teachers also claim they have been exposed to unmanageable workloads and have been ignored, frozen out or excluded from decision making.

The frightening picture of dysfunctional relationships and low morale in schools is exposed in a new national online survey - the first of its kind in Australia.

More than 80 per cent of teachers say they have had their personal integrity undermined, responsibilities removed or added without consultation and have had concerns about unfair treatment, harassment and bullying dismissed.

According to survey responses the bullies - in order - are school executive staff, colleagues, principals and parents.

One in five teachers said they had had personal property attacked, such as their car or their office, and a similar number complain about physical abuse or threats of violence.

Many teachers also claimed they had been subjected to insults about their political or religious convictions at school.

Survey boss Dan Riley of the University of New England described the results as "frightening"

"We didn't expect to find what we did - we have a problem - teachers are not happy and we believe this is very serious," he said.

Dr Riley and Professor Deirdre Duncan from the Australian Catholic University surveyed more than 800 teachers in government, Catholic and independent schools.

The most serious findings were:

 NINETY-one per cent of teachers said their mental or physical health had suffered;

 NINETY per cent said they had been forced to deal with unmanageable workloads;

 NINETY per cent said they had been frozen out, ignored or excluded from decision-making;

 EIGHTY-eight per cent said their integrity had been undermined;

 EIGHTY-seven per cent said they had lost or gained responsibilities without consultation; and

 EIGHTY-three per cent said their concerns about unfair treatment, bullying and harassment had been dismissed.

Ninety-five per cent of teachers said they were not told when their work was unsatisfactory.

They also complained about superiors who frequently questioned their decisions and judgments, set tasks with unreasonable or impossible targets and deadlines and attempted to belittle or undermine their work.

"This is the first national electronic survey to seek the experiences of support staff, teachers, executives and principals in relation to staff bullying in both government and non-government schools," Dr Riley said.

"There's an enormous amount of pressure on schools to do more and more with less and less.

"And parents, with their rising expectations, are quite often prepared to challenge how things are done in schools."

A growing number of experts believe bullying is now more common between staff in schools than it is between students.

From: http://www.news.com.au

Also on the same story worth reading: National survey aims to remedy bullying of teachers

The banana republic strikes back...

Lawyers for the University of Lethbridge Board of Governors, President, Vice-President, Chair and Vice-Chair have approached the host of the onebananashort.org website, demanding that the web host remove material from the onebananashort.org site. If the onebananashort.org site goes down, Robinson will maintain the site on another server and will try to have the site up again within hours.

The University of Lethbridge has ordered Robinson to remove this website. He has refused. Now disciplinary action has been taken to suspend Robinson for two months without pay.

More info at: onebananashort.org

Birmingham University FOI Request

Between 2003 to December 2006, Birmingham University had:

5 claims for unfair dismissal
4 claims for race discrimination
3 claims for sex discrimination, breach of contract, breach of fixed term regulations
2 claims for disability discrimination
1 claim for disability discrimination and unfair dismissal
1 claim for unfair dismissal breach of fixed term worker relations
1 claim for breach of part time worker regulations, breach of contract
1 claim for deduction of wages, sex discrimination
1 claim for constructive unfair dismissal and harassment

Of these 12 cases were settled and 1 was successfully upheld at an Employment Tribunal. That leaves 6 cases ever lost or withdrawn.

Between August 2002 and December 2006 there have been 20 complains of bullying by managers and THREE were disciplined (17 got off!!!)

During the last five years there has been 48 workshops on bullying at Birmingham University, and 49 on disability discrimination.

Risk Assessment

Risk Assessment should be undertaken as a five-stage process:

i. Identify hazards – is there an excessive workload, etc?;

ii. Decide who may be harmed and how;

iii. Evaluate the risk and take action – how likely is this to cause serious problems for the employee concerned? If so, action needs to be taken.

iv. Record findings and formulate an action plan – plan should include timescales for actions;

v. Monitor and review the plan.

Although this is not a legal requirement, you are strongly recommended to follow these guidelines in order to meet your legal obligations and avoid tribunal claims.

From: Dignity at Work. A good practice guide for Higher Education institutions on dealing with bullying and harassment in the workplace

Negative work environment

Studies employing measures of global organisational environment have tended to find an association between a negative work environment and bullying. Bjorkqvist et al (1994) noted that previous studies by Leymann (e.g., 1986, 1992) indicate risk factors for bullying such as a strict hierarchical organisation, an authoritarian atmosphere and poor communication.

In his 1996 paper, Leymann reported that an analysis of around 800 case studies of workplace bullying suggests that ‘extremely poorly organised production and/or working methods and an almost helpless or uninterested management were found’. Hoel and Salin (2003) reported that studies by Keashly and Jagatic (2000) and Vartia (1996) suggest that communication and cooperation problems, low morale and negative social climate are associated with the presence of workplace bullying. Hoel and Cooper (2000), in their large survey of UK workplaces, found that experience of bullying was related to a negative work climate.

Around 83% of the self-referred victims of bullying in O’Moore et al’s (1998) study reported the work environment to be competitive, and 77% said their work environment was strained and stressful. In Einarsen et al’s (1998) study on assistant nurses in Norwegian hospitals, bullied nurses had a negative assessment of various aspects of their daily work.

In their recent study, Coyne et al (2003) found that self and peer nominated victims of bullying perceived the working environment to be characterised by more negative aspects (e.g., strained, stressful, regular change, authoritarian management and competitive) than other groups. However, they also found that other groups of victims (e.g., just self labelled victims) did not differ from the control group in their perceptions of the work environment. This led Coyne and colleagues to hypothesise whether organisational variables interact with personal variables (e.g., personality) to promote bullying.

‘Formal’ and ‘informal’ organisational culture

It has been hypothesised (see Hoel and Salin, 2003) that work cultures that contain close knit groups and with traditional autocratic management and leadership cultures (for example, the military) can be environments where bullying can flourish as social and organisational norms are difficult to challenge. This hypothesis is supported by results from surveys such as that of Rayner et al (2002, cited by Hoel and Salin, 2003) whereby bullies were believed to bully because they ‘could get away with it’.

However, in a paper discussing the concept of ‘incivility’ in the workplace, Andersson and Pearson (1999) hypothesised that ‘climates of informality’ – an informal and casual workplace – could actually encourage disrespectful behaviour. They suggest that in an informal setting, it is more difficult to determine what are acceptable and unacceptable behaviours, and therefore there is the potential for ‘incivility’, which may foster bullying.

From: Bullying at work: a review of the literature, authors: Johanna Beswick, Joanne Gore, David Palferman (HSE), 2006