Reply to If you are or were a manager that micromanaged to push someone out for no reason

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[quote=Anonymous][quote=Anonymous][quote=Anonymous][quote=Anonymous]No one will say they pushed someone out "for no reason." You may not know the reason or consider it valid but if it happened to you, the person had a reason they considered valid.[/quote]

DP but I’m going to argue with you.

If you have a valid reason to not want someone working for you anymore, you should TELL THEM during regular performance evaluations or other appropriate times so that they have the opportunity to fix it.

If they don’t fix it, you can demote or fire for cause, and they might be mad but not confused because you have been clear with them about expectations and they have refused or been incapable of meeting them.

When people are not up front about their reasons, it’s either because:

(1) They are BAD managers with poor communication skills, who are often passive aggressive and afraid of being direct, because they don’t want to be held responsible for use of their authority. They want to use their authority, they just don’t want to be held responsible for it. Lazy cowards, you know who you are.

(2) Their reasons are invalid. They have a personal conflict with an otherwise good worker and can’t leave it outside the office. They are prejudiced. They want to hire a friend into that role. And so on. They can’t directly express these reasons because they are bad and they know it, so they just passively aggressively make work hell for the person until they quit.

If as a manager you think you have a valid reason to be unhappy with a subordinate, you HAVE to communicate it. It’s a fundamental part of your job. The only reason not to communicate it is if the reason is invalid.

(Some people are devious and do a thing where they make people miserable at work, then say “you seem miserable and that’s a problem” then get rid of them for attitude problems. Diabolical, human beings are actually quite terrible.)[/quote]

Different poster here: Sure, everything you posted about being clear about expectations not being met is on point. My favorite line from Brene Brown is “Clear is kind; unclear is unkind.” You have to know that all of that can happen, and an employee can still leave confused or pissed or feeling like they were targeted. Just because someone was demoted or evaluated out doesn’t mean their manager was vindictive and/or incompetent.

AND a manager can be incompetent and not have the maturity or skills to communicate with the struggling employee. It’s way too common.

Bottom line: [b]there are some great managers and some crappy ones. And there are some great employees and some that are crappy or just in the wrong job.[/b] [/quote]

While this is true, it’s not right to both sides it this way. Because managers have power over employees. If a manager has a crappy employee, or someone just not suited for the job, they have tools at their disposal to do something about it. Unless there is some unique power dynamic (like the employee is married to upper management), the manager has options.

If your manager is incompetent, whether because they are bad at communicating or randomly dislike you or micromanage or whatever, you often have little recourse. There are exceptions, like if you have a union or the company has unusually responsive HR, but usually there is nothing you can do. Unlike the manager, you may just have to leave your job to escape it.

Managing is a responsibility. When managers complain about bad employees, I might empathize with a specific situation, but at the end of the day, that’s just their job— dealing with employees. If someone isn’t working out, as a manager, your literal job is to deal with that. If that’s hard, then maybe the employee isn’t the one in the wrong job.[/quote]

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