The Net-Zero Manager

Some managers are great leaders; they have ways of inspiring and motivating employees to do great things. In practice, good leaders are difficult to find in middle management. The task of climbing up the corporate ladder is fraught with many traps and in order to navigate them, most people try to "fit in" as much as possible. This leads to the paradox of creating a "net-zero manager" that is, a manager who doesn't have very much positive impact upon the organization and unfortunately, when they are leave or are removed from the position, the organization often operates the same or better once they are gone.

Traits of net-zero managers

Identifying net-zero managers is fairly simple. Some characteristics include:

• Brown-nosing the boss- instead of offering ideas or suggestions that counter the opinions of their boss, net-zero managers almost always offer unsolicited opinions in a public way on how they agree with their bosses stated opinions. The people managing net-zero managers typically view these people as someone who thinks the same way they do, but in fact, they are simply echoing what they hear and garnishing it with approval. 
• Their ideas are incremental improvements and rarely transformational - Another hallmark trait of net-zero managers is they only offer small, incremental improvements with their ideas. Ideas that are transformational are riskier and unless they are pre-approved (or overheard as positive) by the boss, net-zero managers typically offer very few, if any, ways to improve the business in a significant way. 
• They accept credit for all successes but rarely accept blame on behalf of their team - The typical net-zero manager eagerly soaks up praise for successful work done by their team and it is not uncommon for them to simply soak up the praise like a sponge without communicating the good will downward in their organization at the time. For a net-zero manager, the glory is all about them. Likewise, when things go sideways and problems come in from above them the pattern of a net-zero manager is to acknowledge to their boss there is a problem typically by echoing the concern and garnishing it with additional comments, then to throw the people who report to them under the bus as they blame it on them and pass it down the chain. Net-zero managers rarely if ever acknowledge to their boss that the problem is their fault and they will work with their team to remedy it. A net-zero manager is looking out for himself instead of looking out for his team's best interest.
• They respond to criticism from their subordinates with retaliation   - When a net-zero manager has a person on their team that is calling out their pattern of behavior, their typical response is to retaliate by trying manage out the complainer for non-performance or other issues. In keeping with the net-zero thinking, it's a matter of self-preservation verses self-improvement; given the choice (which managers do have) a net-zero manager acts out self-preservation. 
• Net-zero managers have little impact - Net-zero managers don't "move the needle" very much since that requires risk and acting upon original thinking. They strive for conformity acting on what they think will please their boss. They may execute some plans successfully, but typically the hard work and planning came from the work of others - not themselves. 
• Do as the book says (not as I do) - Shakespeare once wrote, "even the devil can quote scripture to suit his purpose". Net-zero managers often have favorite management or motivational books they tout as useful or required reading by their team. When people walk the talk, their exemplary behavior is by far the best teacher. Net-zero managers are more likely to use books or company guidelines as a tool to bludgeon their subordinates with than as a tool to for taking extra time to teach their subordinates with. Net-zero managers often hold their subordinates to the fire of following guidelines far more closely than they do themselves.

How directors can minimize net-zero management

If you're a director, vice president or other manager of managers you can follow a few simple guidelines to help minimize net-zero management in your organization:

1. Tell your managers that if they want to accept all the credit for their team's successes, they need to accept all the blame and responsibility when things go sideways. Back it up with action: let your managers know it's unacceptable every time you see them "passing the buck" when things go wrong instead of communicating upwards to you that they are the one responsible for the issue and will help lead their team to resolve the issue. If your managers don't accept the blame and responsibility when things go wrong, it's not fair that the people that report to them should accept blame either. Tell them you expect them to lead by example, that everyone (including them) has responsibility and is in the same boat their subordinates are in when things go sideways.
2. Be mindful of your ego's preference for brown-nosing: ask yourself if your direct reports are often commenting on how good your idea or suggestion is, when was the last time that person offered critique or a differing point of view? Our own egos are happiest when everyone says they think we are right. However, you're in business to make money, not to stroke your ego. If the people who report to you don't voice differing opinions, take a look in the mirror. Blow up the echo chamber where people feel they need to echo back the same things that you say. Carefully consider: what is it that you are doing that makes people think this is how they should behave this way? Challenge your managers to offer counter opinions to yours; and if you see someone always chiming in how good your idea is let them know that you want to hear their ideas too and how they think. 
3. Reward transformative ideas and behavior - The person in your org that is "moving the needle" is probably taking on considerable career risk for the benefit of your organization. Make sure you call this out and reward it very publicly. Tell your managers that you want people that think and behave this way; "people who move the needle". Give the people behind transformative ideas and actions the brightest spotlight to send the message to your managers and organization that these are the right kind of people who are going to get recognized. 
4. Document all feedback from subordinates and monitor for retaliation - Require your HR process to require follow-up on all employee performance issues with a brief HR investigation as to whether that person recently had voiced concerns about their boss. Let your managers know that all feedback from subordinates is highly valued and retaliation for speaking up is simply not tolerated in your organization.
5. Let managers know leadership is highly valued - Hold your managers to a higher standard with respect to demonstrating teamwork. If your manager's subordinates seem to feel they are struggling to succeed in spite of the manager, you probably have a net-zero manager on your hands. Is the manager viewed as very helpful and supportive by their teams? Are they viewed as a key leader and member of their organization or does their organization view them more like an external entity? Do people in their organization feel like the manager is in the same boat with them when things go wrong? Do the people feel their manager's behavior demonstrates he looks out for the team's best interest more than his own personal best interest? If the lowest level of your organization feels disenfranchised, they won't be able to perform at the level you are looking for. Let your managers know that you're more interested in what the people they lead think of them than what other managers think of them.