Researchers have found that inept bosses and supervisors are defined more by the important steps they do not take rather than by any overtly disagreeable conduct on their part. For the most part, these executives and managers don’t see or imagine what they are failing to do. Their failures are sins of omission rather than a result of crass behaviors.
These findings, as I interpret them, provide another example of how depth psychology can help people overcome everyday missteps and failures.
The research findings, posted online at the Harvard Business Review, analyzed the behavior of 30,000 bosses and managers. The findings were based on direct reports as well as on assessments from their peers. The researchers combed through 11,000 of the worst-performing of these managers, and they identified ten features that were common to mediocre or failing performances. Each of these features, as I see it, can be traced in significant part to the existence in the psyche of inner passivity.
Inner passivity is the hidden psychological aspect through which we become entangled in self-doubt and indecision. It blocks even the smartest people from achieving higher levels of performance. Inner passivity accounts for most of the ways in which we can be emotionally weak. Unfortunately, people usually fail to see or detect this passivity in themselves. (Read, Lost in the Fog of Inner Passivity and Our Messy Mix of Aggression and Passivity.)
According to the authors of the study, the ten features or flaws can be difficult to recognize. They’re “not the kinds of flaws we instantly recognize, either in others or in ourselves,” the authors say. “And they’re not the kinds of things people call out, since there’s nothing explicit that draws attention.” This observation describes the nature of inner passivity: it is difficult to see in ourselves and others. What we are likely to see instead (and what we experience, usually in a painful way) are its many self-defeating symptoms. [Read more…]