The Dilemma of Leading Stubborn Managers by Benson Agoha

Leading in a `stubborn environment’ can be debilitating and, leading stubborn managers can present a plate-full of dilemma to the leader. But if a task has to be done, it must be done. Leading is not just about inspiring others and guiding them through plain and rough terrain, to reach a desired end. It is about handling the challenges that arise as a result of the team working together to reach their goal. We have had situations of mutiny, revolt and disobedience confronting leaders but managing situations that threaten the smooth completion of a task can push a leader to the edge.



I have seen a quote that suggests that “A leader is one who knows the way, goes the way, and shows the way.” Unless this rhetoric was invented for the 20th century, I must insist that this no longer holds exactly true. But while a leader must not know, go or show the way, in “The Human Zoo”, Desmond Morris, insists that, on instruction, his subordinates or surrogates should be able to do so. The same goes for when a mutiny erupts among the ranks and file of the group. Here, a leader’s effectiveness, or that of his close loyal subordinates, is tested. The extent of obedience and execution of his directives highlights his leadership proficiency.



The difference between a leader in the military and his corporate counterpart, is in the method of handling mutiny and insubordination. In peace and normal times, it would appear that anyone can lead. Indeed, in enlightened environments with self-respecting colleagues anyone can play the role of a leader. It is during crisis and when faced with challenges, that this role is re-evaluated, and performance of the title holder, qualified. So that the question will no longer be `what makes a leader?’ But what makes a `good, charismatic, or great leader’?



Crises and adversity are potent tests, and determinants of a leader’s character and self-will. A leader faces a test of his might when challenged by a colleague, but when leading a group of enlightened managers with stubborn streaks, he faces a dilemma. This dilemma can even be worse, if the stubborn manager is a high achiever. It’s like having a fly perch on the most sensitive part of your skin. Some managers are stubborn and iconoclastic, testing the limits, challenging normalcy and walking tight ropes. Some are active Order getters, who work hard, laugh less and deliver astounding results but, just won’t play by the rule.

As I wrote this article, I deferred posting by one day to sample opinions of a small brain storming group in an interactive session. I asked, what will you do with such manager? One asked if the organisation has any policy and that he believed that the policy should sort such situations out. Another said the culture within the firm should be given a review. A third said an outright dismissal would be in order.



As can be inferred, the length of service of a leader is contingent upon his performance. Performance determines the level of satisfaction. So then why do stubborn managers win awards? And how will a leader handle a stubborn manager to perform to Award deserving levels? And, as a leader, how well do you know your subordinates?



The truth is that even high achieving, target breaking stubborn managers, need inspiration and no leader can inspire an individual he does not understand, nor can he motivate nor capably take measures that can reinforce positive behaviours from him. Understanding his subordinates enables the leader to lead them with satisfaction. Communicating with them either directly or through close subordinates is also very important. Effective communication enhances mutual understanding and helps the leader to discuss deviation from expectations – deviation from set norms, decline in productivity such as short-fall in set targets or even changes in behaviours. Communication helps followers understand expectations and how to relate acceptably with other members.



While leading stubborn managers sometimes presents a leader with a dilemma, understanding him well right from his early days in the organisation goes a long way to reducing its gravity and impact on the leaders personality.