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The obsessive manager

Can you be “just good “ at your job or do you have to be obsessive? 

The head hunter is singing the praises of an individual they think is an ideal candidate for the Chief Executive vacancy. There is of course an impressive track record  but it’s the personality characteristics they stress, the obsession with detail, the work ethic, the competitiveness, the disciplined approach, the high standards they demand and the even higher standards they hold themselves to. Basically they describe someone who is obsessed with making the organisation they work for a success to the extent that they think of little else and have little time for anything else. This is offered as an explanation for their past success and an a strong indicator of the success their appointment would bring. 

 

The head hunter knows their client they know this is what they want to hear ,this is what they are looking for, this would be a good appointment . Only it probably won’t!

 

This candidate past successes and obvious dedication make them superficially attractive to an ambitious organisation. But organisations that are in transition don’t need a perfectionist , a micromanager obsessed with detail as this stifles innovation. They don’t need a “demanding “ Chief Executive and they don’t need the resulting blame culture which makes people risk adverse and reluctant to try anything new. They do need someone to foster cooperation and collaboration because partnerships are the most effective use of resources. They do need someone with insight into how their behaviour effects others, some one who listens, engages and empowers not someone who considers any dissent personal disloyalty.  Because this is about a team not an individual. So they need to be able to  relate to those they manage. In todays climate that means recognising the need for a healthy work life balance.

 

If the client asked the head hunter about the candidate’s current job they would have found they had been in post less than 2 years. That the candidate liked to be in the office early, that and the number of evening meeting mean that it wasn’t practical to travel the two hour journey from the family home to work every day. So they only went home at weekends and with kids in school had no plans to move. This is not someone with a good work life balance. 

 

All this adds up to an obsessive manager, some one who might deliver the improved performance in the short term but at what cost to those around them!

 

Blair Mcpherson former Director author and blogger www.blairmcpherson.co.uk 

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