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
Acknowledge(0)
Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
From India, Mumbai
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)
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
Acknowledge(0)Amend(0)Engage with peers to discuss and resolve work and business challenges collaboratively - share and document your knowledge. Our AI-powered platform, features real-time fact-checking, peer reviews, and an extensive historical knowledge base. - Join & Be Part Of Our Community.
Supreme Court's verdict on using abusive language against superior.docx
LANGUAGE SOFTWARE.xls