Mismanagement is a virus affecting all kind of organizations, in every state of their growth. Mismanagement is a real plague of entrepreneurship,
Mismanagement can be seen as a degeneration of leadership, when leaders stop producing added value for their firms and literally feed on their own organizations, sometimes causing its death.
Why is that? There isn’t probably a specific reason, but a combination of many causes.
Bringing competition inside the organization instead that concentrating outside is one of them; excess of self-confidence is another: just because once you were successful, that doesn’t make you all of a sudden a world’s expert on everything. (Know one’s limit is the key for success: as a manager and leader you should know that is exactly there, reaching the limits of your abilities, where you should find partners and teammates ready to help you integrating your skills)
Mismanagement is often connected with the trend of over-simplifying problems; not considering possible alternatives and assuming that compromise in necessarily negative.
As a matter of fact, a good manager, a leader, is one able to recognize a mistake, and transform it into an opportunity of improvement: sometimes instead is easier to blame someone else for your problems, bring into play “external factors” for misfortune (Yes, Napoleon used to ask, before promoting someone at his service “I know he’s a good general, but is he lucky?”, but I think that a manager should mainly be architects of their company’s fortune). This is very often associated with ambiguous internal communication/talking company’s jargon: then communication within the company is meant only for initiated members, excluding the rest of the world.
“Finding/inventing an (imaginary) enemy” is a common strategy adopted when motivation or enthusiasm is on the wane, but this is good only if we are discussing about healthy competition. Healthy competition provides motivation but this is not the case if a leader is constantly managing the firm against something or someone looking for destruction rather than construction.
Somehow this is about self-deception; mismanagement uses information asymmetry inside the organization to focus the attention of middle management and human resources towards fake targets; it’s always easier to deceive ourselves than someone else.
But the “find an enemy” syndrome attacks the organization too: mismanagement brings into the organization the culture of suspicion, an overall and contagious lack of confidence in each other’s skills, and this is sometimes able to jeopardise company’s ability to take decisions; Due to this general feeling of mistrust is easier:
- Taking too quick decision, trusting only your own faction opinion;
- Deciding not to decide, when in doubt that a certain decision might be favourable to “internal enemies” (the other faction);
- Looping the decision process
When an organization breaks up into factions, you are missing the big picture: instead always act (professionaly) local but feel global: give the best highly specialized contribute to your company, but never miss the big picture. Just because you’ve got done properly your piece of the puzzle it doesn’t mean your job is over. Final success depends also on how conscious and respectful you are of the colleague who’s in charge of putting the last piece.
Let’s put this way: “Don’t ask what your company can do for you, ask what you can do for your company”!!!
Mismanagement has sometimes huge consequences:
- Improper use of resources;
- Bad (or even impossible) strategic planning;
- improper use of datas;
- Loss of company’s identity .
Here a test to perform in order to avoid mismanagement practice and discover its early symptoms:
- Is internal training efficient? There are enough investments on this process? And in measuring effectiveness of delivered training?
- Management invest and improves internal communication? How long it takes for bottom-up communication? Hoe many “filters” there are? (f.i. is possible that a message/suggestion form the base reaches the attention of CEO?)
- Is company investing in R& D as it happened before? What happens next to projects? Is the time to market of relevant ones in line with the past?
- Is management conducting routine company’s organizational climate surveys?
- Is company measuring (when possible in many active and alternative ways) customer satisfaction and listening to the “voice of the customer”?
- How you will define overall company’s transparency?
- Is turnover trend under control in your company?
- From time to time, is company performing surveys on suppliers/evaluating possible new ones?
- Concerning communication and decisional processes: is possible to define and to keep under control an overall “crossing time”, expressed as time needed for an information to be delivered crossing all company’s organizational and decisional levels or for an authorization to be given to someone into the company? Is this time proportional to the importance of a certain decision?
- Is your organization feeling comfortable with the concept of recognizing a mistake? F.i. is taking care of internal and external claims? There is space for submitting complaints or simple suggestions? Is internal communication using only words like “success”/“challenge”/ or also words like the concepts of “issue”; “difficulties”, “experience”; “challenge”? Sometimes apologize is an act of courage and true leadership.