Rogue managers are managers who do not display good ethics and don’t care about modeling effective leadership behavior. They don’t follow company policy. Instead, rogue mangers lead by fear and intimidation. They care about what people can do for them, not for the employer. They create departments in which employees are forced to work unsafely, ethics are compromised and bullying, harassment and discrimination flourish unabated. Rogue managers also hinder the groups with whom they intersect as well.
Compounding the problem is that rogue managers teach others, including junior managers, to be just like them. No company needs an unofficial training program creating more rogue managers. Emotionally healthy and talented employees with ethics and good work habits leave, leaving the employer with a group that is firmly behind the rogue manager.
However, healthy companies have to step up and deal with rogue managers. Because rogue managers not only run off the types of employees you would like to keep, they create dysfunction in succession plans and they create huge compliance risks. Left unchecked, rogue managers cause lawsuits, harm employees, often harm customers, and always damage a company’s reputation.
Agenda
- Determining what is a rogue manager.
- How to tell if your manager has gone rogue.
- Danger signs - Avoid hiring or promoting those who would be rogue managers.
- Making a 360 plan for dealing with a rogue manager.
- Who does what to shut down a rogue manager: the roles of HR and senior management.
- Intervening with a manager who is in the process of going rogue.
- Defining a plan of action for the employees the rogue manager leaves behind.
- Conducting a rogue manager autopsy. Determining how a rogue manager flourished.
Biography of Speaker
Teri Morning, MBA, MS, SPHR is the President of her own HR Consulting firm.
She has over 15 years human resource and training experience in a variety of professional fields, including retail, distribution, architectural, engineering, consulting, manufacturing (union) and both profit and non-profit company structures.
In addition to a MBA, Teri has a Master’s degree in Human Resource Development with a specialization in Conflict Management. She was certified by the State of Indiana in mediation skill, and is qualified as a Myers-Briggs practitioner. She dual SHRM certification of a Senior Professional in Human Resources (SPHR) and Senior Professional in Human Resources (SPHR) and a Senior Professional in Human Resources - CA.