Submitted by stuy119 on
in
Forums
I currently have a manager who is a total doofus, and is incapable of understanding subtlety. Recently, in an effort to ensure he wasn't skipping meetings (that he is supposed to run), I made a point of ensuring the ENTIRE management team was on the same page about skipped meetings. Specifically, about how it sends the message that meetings aren't important and newer hires don't need to make it a priority.
During the last week of Q2, he decided to take a vacation, and took one of our sales managers with him. In turn, it allowed another sales manager to say "to hell with this" and take off as well, leaving only one manager and approximately 20 sales reps during a "push week" situation.
Not only were the regional manager and associate sales managers MIA during this key period, but the performance of the team was BETTER while they were gone. While it was a good showing, a major contest was narrowly lost by our division - a contest that could have been won had our regional manager been available to get business pushed through and issued.
To get to the question, at what point is it considered bad form to tell him he's a moron? There is no (and I mean 100%) chance of getting fired, so I'm not worried about repercussion, and he doesn't control my career path. I just feel that we're more capable an organization, but he doesn't have the tools to lead it, in spite of everything he's been handed.
Upward communication
Have you been providing feedback using the model?
If not, maybe you should consider that first. And don't be quite so direct. Even if you are right, very few people will take feedback along the lines of what you have laid out in your post.
And if you have the time, look at him from a DISC perspective to help you improve your delivery of the feedback.