Is My Boss an Idiot?

December 2008
Clues you may have an IDIOT for a boss...

The truth is...we have all had idiots for bosses. For some of us that pain is a present reality and for others it is a painful memory. Unfortunately the disease is more prevalent in our society than we like to admit. Short-term focused idiots are contagious and seem to procreate other idiots like a colony of happy and content rabbits.

A tough economy seems to remove the natural camouflage that attempts to conceal idiocy in our businesses. Business stress makes the idiots "stand out" in the crowd like a NBA center in a kindergarten class. Think of it this way, when decisions are simple the idiots can skate through the day without drawing detailed attention to the daily actions required to run your business. When times are tough, these decisions become amplified as they ripple throughout your organization.

Following are five clues that you may have an idiot for a boss:

1. The best and talented parts of your team leave and the dead weight remains. Idiots feel safety in numbers.

2. Communication is limited to the things that go wrong while the success of your team goes ignored. Idiots avoid positive affirmation and success like superman's kryptonite.

3. Training and development are cut quickly from the budget. After all, if we are going to do less with more, training is an optional luxury not a necessity to an idiot.

4. Fun is surgically removed from the organization. In tough times, there are many "neutered" teams attempting to be successful in a stressful economy.

5. Good morale is stifled by leadership. After all, how can a team with good morale be more productive?

Bonus Clue:

6. Necessary resources are scarce. When times are tough, idiots make it harder for our people to perform daily functions with necessary tools and equipment.

Behavior-Based Lean

A Revolutionary Approach to Creating a Lean Thinking Organization

Most lean initiatives fail because the approach is faulty in its focus and purpose. Too many lean attempts focus on implementation and events rather than developing a culture. In other words, you end up with another "flavor of the month" program that is "done to" rather than become a part of your organization.

At GCI, we have a completely new process (not a program) that builds a culture for lean. Our ACESTM process is built upon the idea that lean is not an event, rather it is a way of thinking that impacts the cumulative behaviors of the many on your team. We help your people think of lean with every daily decision they make on the job.

In this tough economy, we believe Behavior-Based Lean will separate the great companies from the good companies. It could be the difference between survival and extinction in the game of business.

Learn More About GCI

Here's a thought...

This is the worst time ever to cut your leadership training. Can you think of a more important time for leaders to keep employees engaged, motivated and productive? (FYI, Fortune Magazine's "Most Admired Companies" actually increase their training during slowdowns because it allows them to leapfrog their competition).
Sincerely,

John Grubbs
GCI
903-295-7400