How young managers
are derailed from success

In many companies, high level executives identify potential "fast trackers" and give them opportunities to demonstrate their talents. The young managers are put in charge of departments or are given leadership assignments on important group tasks. Some of the managers do well and rise up through an organization's hierarchy and reach the executive ranks. Other managers do not do well. They make mistakes and are eventually derailed from successful advancement in their organizations. They become stuck in low-level managerial jobs or leave the organization with a reputation for being unsuccessful.

What is the difference between the two groups of young managers? Research suggests that the unsuccessful managers engage in behaviors that, over a long period of time, irritate so many subordinates that complaints mount and tasks are not accomplished in a timely manner.

There are five types of derailing behaviors. The first is that the unsuccessful mangers are so ego-centered that they focus on themselves, not on the needs of their subordinates. Further, they do not keep organizational goals in mind.

They are intimidating, forcing compliant behaviors from subordinates rather then engaging them in collaborative efforts aimed at commonly shared goals. Subordinates may seem to go along with the managers, but they do this only when their bosses are present.

The unsuccessful managers are manipulative. For example, they engage in behind-the-scenes behaviors such as gossip mongering and backstabbing.

They are also micro-managers and do not give their subordinates credit for having the ability to carry out assigned tasks. As part of this problem, they are poor at assessing the talents of their subordinates and arranging for training programs to bring the talent level up to a point where tasks can be accomplished.

Finally, the unsuccessful managers are passive-aggressive when faced with people who disagree with them or who show signs of independence. This means that they will act in a positive and seemingly pleasant way during face-to-face interactions with others, but they will find opportunities to inflict revenge at a later time.

So far, the research paints a story with which many readers will be familiar, given the poor bosses for whom they have worked.

But there is a plot twist! For the first few years of their career development, young managers with these derailing traits are rated highly by executives!

Why is this the case? At the Academy of Management meetings, participants suggested three reasons. One is that executives may observe the young managers and conclude that they are very busy. If they are micromanaging and concerned with their self-image, they may come across as hard-working and dedicated people.

Another reason is that there is a sharp distinction between successful and effective. People can be rated as successful if they fit the image of industrious managers, but they may not be effective in helping the company reach goals such as new product development and market expansion.

Finally, some executives like to have manipulative and passive-aggressive managers in their companies since the executives can use them to do their dirty work. Examples include introducing unpopular policies and firing workers who are well liked by colleagues.

The micromanaging and intimidating young managers eventually pay a price for their behaviors. After a few years, executives discover that the managers are not effective and breed ill will in the organization, so the executives discontinue their support. The managers receive the outcomes they deserve: They become derailed.