Dear Seniors,
Recently, one Director has joined our company who is frequently using unparliamentary language in meetings and in person with staff. Not only that, he is blaming others for any failure, threatening them, but also not allowing people to present their views, suppressing people to give an independent opinion. He has been sensitized for this matter by our MD, but no change has been observed. As he is in an influential position, our MD does not want to take any action against him, but he is sensitizing him to refrain from such conduct. As a result of this misconduct, we are facing high attrition in the company, and it is hampering the discipline of the company.
Highly engaged people are also looking for other job opportunities. This Director does not respect any function, nor HOD or Director at a parallel role. He badmouths about other Directors and department heads in front of his team. He only partially listens to the promoters. Since he joined us, he has sacked many people on minor performance issues that could have been resolved. His Managers do not maintain any objectivity in the performance feedback and do not give any performance-related data to HR unless it's about complaining to somebody and preparing a case against them. His targets and commitments are what the company needs at this time, and that is the reason why we are tolerant of him. His delivery is highly questionable at this point in time, but MD believes he has potential, and even if he delivers 50% of his targets, his contribution is valuable. That's why MD is backing him up. His conduct is disturbing the team spirit and discipline of the company.
Could you suggest what can be done to get through this situation?
From India, Nagpur
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22Recently, one Director has joined our company who is frequently using unparliamentary language in meetings and in person with staff. Not only that, he is blaming others for any failure, threatening them, but also not allowing people to present their views, suppressing people to give an independent opinion. He has been sensitized for this matter by our MD, but no change has been observed. As he is in an influential position, our MD does not want to take any action against him, but he is sensitizing him to refrain from such conduct. As a result of this misconduct, we are facing high attrition in the company, and it is hampering the discipline of the company.
Highly engaged people are also looking for other job opportunities. This Director does not respect any function, nor HOD or Director at a parallel role. He badmouths about other Directors and department heads in front of his team. He only partially listens to the promoters. Since he joined us, he has sacked many people on minor performance issues that could have been resolved. His Managers do not maintain any objectivity in the performance feedback and do not give any performance-related data to HR unless it's about complaining to somebody and preparing a case against them. His targets and commitments are what the company needs at this time, and that is the reason why we are tolerant of him. His delivery is highly questionable at this point in time, but MD believes he has potential, and even if he delivers 50% of his targets, his contribution is valuable. That's why MD is backing him up. His conduct is disturbing the team spirit and discipline of the company.
Could you suggest what can be done to get through this situation?
From India, Nagpur
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Whoever it may be and whatever the situation may be, using abusive language or unparliamentary words in the workplace is highly condemnable. Particularly, when a superior in an organization is habitually addicted to such an awkward practice, the colleagues and subordinates remain mute for some time simply because of that person's positional advantage and influence with the higher echelons of the organization.
In the long run, his efficiency would eventually result in his incompetency to lead others. If any individual dares to question openly, they would certainly lose their job or immediately resign in protest, and they would be tortured even after their departure. Therefore, the only option before all the employees is a collective reaction.
From India, Salem
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In the long run, his efficiency would eventually result in his incompetency to lead others. If any individual dares to question openly, they would certainly lose their job or immediately resign in protest, and they would be tortured even after their departure. Therefore, the only option before all the employees is a collective reaction.
From India, Salem
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Dear Aakansha,
What you have mentioned is horrible. But then everything has been happening with the knowledge of the MD of the company.
MD is supposed to be the No. 1 stakeholder of the company. If the MD does not understand the graveness of the issue, then what is the use of serving in this type of company? The Director, cynicism flows in whose veins, before he tampers with your career, it is better to move out.
The Director has not only tampered with the careers of several employees, but he is also playing around with the organization's culture as a whole. Your MD will have to make herculean efforts to restore the badly damaged organization's culture. By the time your MD realizes this, it will be too late. But then at that time, other than regret, he will not have anything to do.
General Comments: The post also shows what happens when power gets into the head of the person who occupies a top position. With these kinds of persons getting a Director's position, how will India have world-class companies? Far from competing with countries from Europe or even the US, how will India compete with even neighboring countries?
Getting intoxicated by power is not just restricted to the Director of a private limited company but is very much applicable to those who hold political positions as well.
Thanks,
Dinesh Divekar
From India, Bangalore
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What you have mentioned is horrible. But then everything has been happening with the knowledge of the MD of the company.
MD is supposed to be the No. 1 stakeholder of the company. If the MD does not understand the graveness of the issue, then what is the use of serving in this type of company? The Director, cynicism flows in whose veins, before he tampers with your career, it is better to move out.
The Director has not only tampered with the careers of several employees, but he is also playing around with the organization's culture as a whole. Your MD will have to make herculean efforts to restore the badly damaged organization's culture. By the time your MD realizes this, it will be too late. But then at that time, other than regret, he will not have anything to do.
General Comments: The post also shows what happens when power gets into the head of the person who occupies a top position. With these kinds of persons getting a Director's position, how will India have world-class companies? Far from competing with countries from Europe or even the US, how will India compete with even neighboring countries?
Getting intoxicated by power is not just restricted to the Director of a private limited company but is very much applicable to those who hold political positions as well.
Thanks,
Dinesh Divekar
From India, Bangalore
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Hi,
The culture, because of the 'director', has become toxic in your company. You should outline how it is affecting employees' performance in general, providing specific cases of those who have already left for various reasons. Additionally, convey that it is increasingly challenging to work in this volatile atmosphere and that you may need to follow others in choosing to leave unless this trend is addressed immediately.
Consider leaving before it begins to impact your health, as well as that of others in the company.
Thanks and Regards,
From India, Hyderabad
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The culture, because of the 'director', has become toxic in your company. You should outline how it is affecting employees' performance in general, providing specific cases of those who have already left for various reasons. Additionally, convey that it is increasingly challenging to work in this volatile atmosphere and that you may need to follow others in choosing to leave unless this trend is addressed immediately.
Consider leaving before it begins to impact your health, as well as that of others in the company.
Thanks and Regards,
From India, Hyderabad
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Thank you, Seniors, for your clear direction and advice. I cannot leave the organization as this organization has really invested in me, and I think it's high time to pay them back and stand firm with the employer rather than leaving. Our MD is a visionary leader, and we are just going through a tough time, but we believe things will certainly change with collective efforts. He is just trying to integrate this new Director with the existing team.
Based on your advice, I had a call with my MD, and he assured that we will give this Director a clear message that either he should follow the code of conduct and not spoil the discipline. He has also given me a free hand to deal with him directly and speak whenever he is unreasonable. I hope it helps.
From India, Nagpur
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Based on your advice, I had a call with my MD, and he assured that we will give this Director a clear message that either he should follow the code of conduct and not spoil the discipline. He has also given me a free hand to deal with him directly and speak whenever he is unreasonable. I hope it helps.
From India, Nagpur
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Dear Aakansha,
Your post shows that you have bound yourself with the company emotionally. Your allegiance to the company, in general, and to your MD is good. However, for you, your career should also be important. In the toxic work culture, how you will grow, you would know best.
You say that your company has made an investment in you. What kind of investment did the company make? Secondly, you have also written that your MD is visionary. But then most of the MDs are visionary, and that is exactly a problem with them. Many have a vision but do not have sight. They ignore what is clearly visible. This is exactly what is happening with your MD as well.
Over a period of time, you should not get a sinking feeling that all along you had been barking up the wrong tree! But then for this realization to come, it will be too late.
Anyway, it is a personal call on how to deal with the new Director. Therefore, show judiciousness.
Thanks,
Dinesh Divekar
From India, Bangalore
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Your post shows that you have bound yourself with the company emotionally. Your allegiance to the company, in general, and to your MD is good. However, for you, your career should also be important. In the toxic work culture, how you will grow, you would know best.
You say that your company has made an investment in you. What kind of investment did the company make? Secondly, you have also written that your MD is visionary. But then most of the MDs are visionary, and that is exactly a problem with them. Many have a vision but do not have sight. They ignore what is clearly visible. This is exactly what is happening with your MD as well.
Over a period of time, you should not get a sinking feeling that all along you had been barking up the wrong tree! But then for this realization to come, it will be too late.
Anyway, it is a personal call on how to deal with the new Director. Therefore, show judiciousness.
Thanks,
Dinesh Divekar
From India, Bangalore
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Once we remove business title tag and talk one-to-one from HR point of views, may be we get some more insight what he feels about it.
From India, Mumbai
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From India, Mumbai
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Dear Mr. Rajan Chansikar,
You have suggested the removal of the business title and then having a one-to-one talk. However, who will remove the business tag of the Director and how to do it? Even if the business tag is removed, will the Director be ready to talk to the HR, who could be much junior to him?
Going further, irrespective of one's position, one should value human dignity is a teaching that should come from the parents. If there is a flaw in the parenting itself, can HR fix it in their one-to-one talk? The Director lacks listening skills, questioning skills, interpersonal skills, etc. To a certain extent, all these skills are taught by the parents. By reading the first post, one can very well make out that the Director is an arrogant person. Is taming the arrogant person, especially one holding a senior position, a job of HR?
This matter can be handled only by the MD of the company and no one else. However, the realization is yet to dawn on him. Probably the Director has not been given proper induction training on the values of the company and how these are exercised in the day-to-day work. It is imperative for the top management personnel to cherish the values and not destroy them. Any action or decision of a Manager must fall within the purview of the values. Transgressions should be nipped in the bud. Far from nipping it in the bud, the transgression is not being nipped in the flower either!
By the way, while recruiting this Director, whether the thought was spared on cultural fitness is not known. The Director is a misfit in a large number of companies. Anyway, the post is a classic case study of how the top management persons destroy the culture of the company.
Thanks,
Dinesh Divekar
From India, Bangalore
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You have suggested the removal of the business title and then having a one-to-one talk. However, who will remove the business tag of the Director and how to do it? Even if the business tag is removed, will the Director be ready to talk to the HR, who could be much junior to him?
Going further, irrespective of one's position, one should value human dignity is a teaching that should come from the parents. If there is a flaw in the parenting itself, can HR fix it in their one-to-one talk? The Director lacks listening skills, questioning skills, interpersonal skills, etc. To a certain extent, all these skills are taught by the parents. By reading the first post, one can very well make out that the Director is an arrogant person. Is taming the arrogant person, especially one holding a senior position, a job of HR?
This matter can be handled only by the MD of the company and no one else. However, the realization is yet to dawn on him. Probably the Director has not been given proper induction training on the values of the company and how these are exercised in the day-to-day work. It is imperative for the top management personnel to cherish the values and not destroy them. Any action or decision of a Manager must fall within the purview of the values. Transgressions should be nipped in the bud. Far from nipping it in the bud, the transgression is not being nipped in the flower either!
By the way, while recruiting this Director, whether the thought was spared on cultural fitness is not known. The Director is a misfit in a large number of companies. Anyway, the post is a classic case study of how the top management persons destroy the culture of the company.
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Akansha,
It is evident that you are saddled with a complete misfit yet heavyweight Director. The Managing Director (MD) believes that the Director may deliver positive bottom-line results and, therefore, is putting up with his paranoid behavior. However, if good key people leave the organization, how this Director will achieve the desired business results is unknown.
A good sign is that the MD is supportive of you and has given you a free hand. Make good but tactical use of it in curbing his nonsensical acts. Once he knows you can also call the shots with the support of the MD, he will either mend his ways or his inflated ego will not allow him to continue.
Display courage and patience, and do not heed the advice of quitting but continue to put up a brave fight against the intolerable Director until he leaves. Otherwise, the entire reputation of the organization will be at stake.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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It is evident that you are saddled with a complete misfit yet heavyweight Director. The Managing Director (MD) believes that the Director may deliver positive bottom-line results and, therefore, is putting up with his paranoid behavior. However, if good key people leave the organization, how this Director will achieve the desired business results is unknown.
A good sign is that the MD is supportive of you and has given you a free hand. Make good but tactical use of it in curbing his nonsensical acts. Once he knows you can also call the shots with the support of the MD, he will either mend his ways or his inflated ego will not allow him to continue.
Display courage and patience, and do not heed the advice of quitting but continue to put up a brave fight against the intolerable Director until he leaves. Otherwise, the entire reputation of the organization will be at stake.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Employers are responsible for providing a secure and appropriate work culture, which incorporates taking active steps to minimize the risk of offensive language being used inside the workplace.
From India, Pune
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From India, Pune
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Hi,
Greetings!
Please ask your training department to arrange training for all seniors, including him, on relevant topics in communication. Share your agenda with the external trainer in advance so the trainer can provide training and share information on abusive language and other communication problems with seniors. Try to solve the problem if you can.
Thank you.
From India, Mumbai
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Greetings!
Please ask your training department to arrange training for all seniors, including him, on relevant topics in communication. Share your agenda with the external trainer in advance so the trainer can provide training and share information on abusive language and other communication problems with seniors. Try to solve the problem if you can.
Thank you.
From India, Mumbai
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Dear A_blackguitat,
I have been involved in full-time training for the last 13 years, and previously, I also held the position of Training Manager. Based on the knowledge acquired from my training programs, I strongly believe that changing the behavior of the Director cannot be achieved solely by training senior managers in communication skills. When a senior management professional such as the Director jeopardizes the company's survival, it is imperative for them to be removed from their position.
In the 1960s, social psychologist Douglas McGregor introduced two contrasting theories, known as Theory X and Theory Y, to explain how managers' beliefs about employee motivation can influence their management approach. Those who have undergone management courses are likely familiar with these theories. This post effectively highlights the continued relevance of Theory X today, emphasizing that theoretical frameworks are often supported by real-world examples.
Thanks,
Dinesh Divekar
From India, Bangalore
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I have been involved in full-time training for the last 13 years, and previously, I also held the position of Training Manager. Based on the knowledge acquired from my training programs, I strongly believe that changing the behavior of the Director cannot be achieved solely by training senior managers in communication skills. When a senior management professional such as the Director jeopardizes the company's survival, it is imperative for them to be removed from their position.
In the 1960s, social psychologist Douglas McGregor introduced two contrasting theories, known as Theory X and Theory Y, to explain how managers' beliefs about employee motivation can influence their management approach. Those who have undergone management courses are likely familiar with these theories. This post effectively highlights the continued relevance of Theory X today, emphasizing that theoretical frameworks are often supported by real-world examples.
Thanks,
Dinesh Divekar
From India, Bangalore
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Many learned members have given sterling advice.
What I can see from the post: The concerned Director is an ego-driven person who sees no value in human relations. He commands, shouts, and uses his position to run the organization, while behaving differently with outsiders in suitable positions and those he needs for securing orders, etc. The company management has not inculcated a strong culture and is dominated due to the results apparently produced by this gentleman. The MD himself is wavering about complaints received from employees. Probably, due to his higher position, he is spared shouts and pushiness from this gentleman. With this background, it is doubtful whether any change will be forthcoming. The best course of action is to keep an eye open for suitable vacancies in this era of joblessness. This is indeed a tough call. However, self-esteem and prestige should not be devastated by such an abusive and loud-mouthed person. Strike a balance and shift out at a suitable time.
From India, Pune
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What I can see from the post: The concerned Director is an ego-driven person who sees no value in human relations. He commands, shouts, and uses his position to run the organization, while behaving differently with outsiders in suitable positions and those he needs for securing orders, etc. The company management has not inculcated a strong culture and is dominated due to the results apparently produced by this gentleman. The MD himself is wavering about complaints received from employees. Probably, due to his higher position, he is spared shouts and pushiness from this gentleman. With this background, it is doubtful whether any change will be forthcoming. The best course of action is to keep an eye open for suitable vacancies in this era of joblessness. This is indeed a tough call. However, self-esteem and prestige should not be devastated by such an abusive and loud-mouthed person. Strike a balance and shift out at a suitable time.
From India, Pune
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Dear Natharao,
I wholly share your reading about the "careless" and bulldozing approach and behavior of the Director. But I don't share your conclusion and advice to Akansha to look for another career opportunity. She has already expressed her desire to continue here in the teeth of adversity and face the Director head-on. Her MD, for whatever reasons, though soft-peddling on this undesirable Director, seems to have given her a free hand.
In my view, giving up the fight and running away is an easy option that Akansha has decided against, and I appreciate it. Hopefully, she takes some thoughtful actions by which the Director is made to fall in line or quits.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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I wholly share your reading about the "careless" and bulldozing approach and behavior of the Director. But I don't share your conclusion and advice to Akansha to look for another career opportunity. She has already expressed her desire to continue here in the teeth of adversity and face the Director head-on. Her MD, for whatever reasons, though soft-peddling on this undesirable Director, seems to have given her a free hand.
In my view, giving up the fight and running away is an easy option that Akansha has decided against, and I appreciate it. Hopefully, she takes some thoughtful actions by which the Director is made to fall in line or quits.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Dear Vinayak,
I appreciate your views. We are in a job to earn our livelihood and develop professionally. It is just a personal view that fighting it out is not worthwhile. You must fight battles which have a solid reason to fight out. Some things and attitudes can never be changed. The person concerned has to change only by self-realization and also feeling the need for change. All this is a viewpoint and perceptions can vary.
From India, Pune
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I appreciate your views. We are in a job to earn our livelihood and develop professionally. It is just a personal view that fighting it out is not worthwhile. You must fight battles which have a solid reason to fight out. Some things and attitudes can never be changed. The person concerned has to change only by self-realization and also feeling the need for change. All this is a viewpoint and perceptions can vary.
From India, Pune
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I am hopeful that the advice shared by the seniors here will give you a gist of how to move ahead and deal with this current situation.
Simultaneously, I would like you to be extra cautious because I am pretty sure that after all these back and forth conversations, this spoiled brat (Director) would have gotten to know about you and would be looking out for opportunities to cause trouble.
I am certain that one fine day, your MD will understand that no matter how skillful the resource is, if he/she fails to adhere to the Code of Conduct of the company, then that person should be dealt with corrective action irrespective of the designation, influence, or power.
All the best!
From India, Thana
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Simultaneously, I would like you to be extra cautious because I am pretty sure that after all these back and forth conversations, this spoiled brat (Director) would have gotten to know about you and would be looking out for opportunities to cause trouble.
I am certain that one fine day, your MD will understand that no matter how skillful the resource is, if he/she fails to adhere to the Code of Conduct of the company, then that person should be dealt with corrective action irrespective of the designation, influence, or power.
All the best!
From India, Thana
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Dear colleagues,
It is not understood how a person who does not deserve to be hired, even as an employee at any level, came to be hired as the Director. Furthermore, he continues to function despite his people-insensitive approach, bulldozing them for no apparent reasons. Isn't it obvious that his approach is ruining the organization?
It is the MD who should step in and advise him to change for the better, or he will be shown the exit door.
Regards, Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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It is not understood how a person who does not deserve to be hired, even as an employee at any level, came to be hired as the Director. Furthermore, he continues to function despite his people-insensitive approach, bulldozing them for no apparent reasons. Isn't it obvious that his approach is ruining the organization?
It is the MD who should step in and advise him to change for the better, or he will be shown the exit door.
Regards, Vinayak Nagarkar HR and Employee Relations Consultant
From India, Mumbai
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Dear manager,
One of the attributes of a manager is to be able to communicate with employees with respect, be open to listening to opinions, and to motivate employees away from undesirable behaviors to create a practical work environment.
From Egypt, Cairo
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One of the attributes of a manager is to be able to communicate with employees with respect, be open to listening to opinions, and to motivate employees away from undesirable behaviors to create a practical work environment.
From Egypt, Cairo
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Dear Ms. Aakansha,
Locking down a country of 1.3 billion people caused for unemployment, poverty and economic crisis. It is a pandemic and tough time to people and businesses. Companies are struggling to run and many businesses are in trouble. Isn’t it? Prima facie, your MD’s vision is to restructure the organization and it’s current employees culture with a fresh team (employees) or reducing/moderate manpower/reducing wage cost. That was the reason that new director joined and created a “toxic work culture”. Recently joined director is a tool and he is on a mission which is to fulfill your MD’s vision. Organizations/business owners have mission and vision for themselves not for employees. It is better to leave this organization as soon as possible.
From India, Mumbai
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Locking down a country of 1.3 billion people caused for unemployment, poverty and economic crisis. It is a pandemic and tough time to people and businesses. Companies are struggling to run and many businesses are in trouble. Isn’t it? Prima facie, your MD’s vision is to restructure the organization and it’s current employees culture with a fresh team (employees) or reducing/moderate manpower/reducing wage cost. That was the reason that new director joined and created a “toxic work culture”. Recently joined director is a tool and he is on a mission which is to fulfill your MD’s vision. Organizations/business owners have mission and vision for themselves not for employees. It is better to leave this organization as soon as possible.
From India, Mumbai
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In such situations, the Serenity Prayer comes to mind:
"Oh God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference."
From the events shared by you, it appears you need to move on and enter a new phase of life at whatever cost it is.
From India, Mumbai
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"Oh God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference."
From the events shared by you, it appears you need to move on and enter a new phase of life at whatever cost it is.
From India, Mumbai
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Dear Aakansha,
I must say this is a classic example for an MBA student to study. First of all, sorry to say, but this fellow is the wrong fit for any organization. I request you to check your recruitment system too because to my surprise, how come his paranoid behavior has been missed during the HR round of the interview.
Because of him, there will be a bad image of the company in the market, the attrition rate will be high, there will be no motivation among the workforce, and the output will be hampered. I remember the dialogue from the Spiderman movie that great positions come with great responsibility 😊, and this fellow is lacking awareness of his cultural and positional responsibilities too.
Currently, I am also observing one of the CEOs of a very big public limited company who always makes derogatory comments about subordinates in daily meetings. He is the person who has completed SP Jain's Executive MBA program with a good rank, but what is the use of this bookish knowledge when such a senior person doesn't know how to respect peers and subordinates?
He is a big show-off and will take credit for all the good things in front of the MD and Chairman but will never support any of the team members for their smallest mistakes. He likes to praise himself all the time... like those kinds of people around him... but is failing to deliver results for the company. So, I am keeping my fingers crossed 😊, let time decide.
From India, Mumbai
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I must say this is a classic example for an MBA student to study. First of all, sorry to say, but this fellow is the wrong fit for any organization. I request you to check your recruitment system too because to my surprise, how come his paranoid behavior has been missed during the HR round of the interview.
Because of him, there will be a bad image of the company in the market, the attrition rate will be high, there will be no motivation among the workforce, and the output will be hampered. I remember the dialogue from the Spiderman movie that great positions come with great responsibility 😊, and this fellow is lacking awareness of his cultural and positional responsibilities too.
Currently, I am also observing one of the CEOs of a very big public limited company who always makes derogatory comments about subordinates in daily meetings. He is the person who has completed SP Jain's Executive MBA program with a good rank, but what is the use of this bookish knowledge when such a senior person doesn't know how to respect peers and subordinates?
He is a big show-off and will take credit for all the good things in front of the MD and Chairman but will never support any of the team members for their smallest mistakes. He likes to praise himself all the time... like those kinds of people around him... but is failing to deliver results for the company. So, I am keeping my fingers crossed 😊, let time decide.
From India, Mumbai
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Madam Akansha,
Quite some time has elapsed since you posted this thread (over one and a half months). Many views expressed have said in the same breath that this Director is a misfit. Now, it is interesting to know what the latest happenings are in this matter and whether this man still enjoys the blessings of the MD. Also, whether you could make any dent to turn the things around.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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Quite some time has elapsed since you posted this thread (over one and a half months). Many views expressed have said in the same breath that this Director is a misfit. Now, it is interesting to know what the latest happenings are in this matter and whether this man still enjoys the blessings of the MD. Also, whether you could make any dent to turn the things around.
Regards,
Vinayak Nagarkar
HR and Employee Relations Consultant
From India, Mumbai
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