Incompetent Managers Quotes

Wait. You work for me?" "I prefer to think of it as managing your incompetence.

He can occasionally see to an enemy," she conceded. "If he manages to get his sword pointed in the right direction and the enemy does him the favor of falling upon it in precisely the right way.

Management cares about only one thing. Paperwork. They will forgive almost anything else - cost overruns, gross incompetence, criminal indictments - as long as the paperwork's filled out properly. And in on time.

...my father, [was] a mid-level phonecompany manager who treated my mother at best like an incompetent employee. At worst? He never beat her, but his pure, inarticulate fury would fill the house for days, weeks, at a time, making the air humid, hard to breathe, my father stalking around with his lower jaw jutting out, giving him the look of a wounded, vengeful boxer, grinding his teeth so loud you could hear it across the room ... I'm sure he told himself: 'I never hit her'. I'm sure because of this technicality he never saw himself as an abuser. But he turned our family life into an endless road trip with bad directions and a rage-clenched driver, a vacation that never got a chance to be fun.

I don't think science is hard to teach because humans aren't ready for it, or because it arose only through a fluke, or because, by and large, we don't have the brainpower to grapple with it. Instead, the enormous zest for science that I see in first-graders and the lesson from the remnant hunter-gatherers both speak eloquently: A proclivity for science is embedded deeply within us, in all times, places, and cultures. It has been the means for our survival. It is our birthright. When, through indifference, inattention, incompetence, or fear of skepticism, we discourage children from science, we are disenfranchising them, taking from them the tools needed to manage their future.

It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence.

[Speaking to a group of wealthy New Yorkers] A million years ago, the cave man, without tools, with small brain, and with nothing but the strength of his body, managed to feed his wife and children, so that through him the race survived. You on the other hand, armed with all the modern means of production, multiplying the productive capacity of the cave man a million times — you are incompetents and muddlers, you are unable to secure to millions even the paltry amount of bread that would sustain their physical life. You have mismanaged the world, and it shall be taken from you. 

Fixed mindset leaders will quickly contaminate an organisation by killing growth and creativity, as well as promoting incompetence based on their likeness. This cycle will be replicated unless shareholders intervene ruthlessly

I think maybe, when I was very young, I witnessed a chaste cheek kiss between the two when it was impossible to avoid. Christmas, birthdays. Dry lips. On their best married days, their communications were entirely transactional: 'We're out of milk again.' (I'll get some today.) 'I need this ironed properly.' (I'll do that today.) 'How hard is it to buy milk?' (Silence.) 'You forgot to call the plumber.' (Sigh.) 'Goddammit, put on your coat, right now, and go out and get some goddamn milk. Now.' These messages and orders brought to you by my father, a mid-level phonecompany manager who treated my mother at best like an incompetent employee.

Michael Schrage is right: “A collaboration of incompetents, no matter how diligent or well-meaning, cannot be successful.

Everybody tries to protect this vulnerable two three four five six seven eight year old inside, and to acquire skills and aptitudes for dealing with the situations that threaten to overwhelm it... Usually, that child is a wretchedly isolated undeveloped little being. It’s been protected by the efficient armour, it’s never participated in life, it’s never been exposed to living and to managing the person’s affairs, it’s never been given responsibility for taking the brunt. And it’s never properly lived. That’s how it is in almost everybody. And that little creature is sitting there, behind the armour, peering through the slits. And in its own self, it is still unprotected, incapable, inexperienced... And in fact, that child is the only real thing in them. It’s their humanity, their real individuality, the one that can’t understand why it was born and that knows it will have to die, in no matter how crowded a place, quite on its own. That’s the carrier of all the living qualities. It’s the centre of all the possible magic and revelation. What doesn’t come out of that creature isn’t worth having, or it’s worth having only as a tool—for that creature to use and turn to account and make meaningful... And so, wherever life takes it by surprise, and suddenly the artificial self of adaptations proves inadequate, and fails to ward off the invasion of raw experience, that inner self is thrown into the front line—unprepared, with all its childhood terrors round its ears. And yet that’s the moment it wants. That’s where it comes alive—even if only to be overwhelmed and bewildered and hurt. And that’s where it calls up its own resources—not artificial aids, picked up outside, but real inner resources, real biological ability to cope, and to turn to account, and to enjoy. That’s the paradox: the only time most people feel alive is when they’re suffering, when something overwhelms their ordinary, careful armour, and the naked child is flung out onto the world. That’s why the things that are worst to undergo are best to remember. But when that child gets buried away under their adaptive and protective shells—he becomes one of the walking dead, a monster. So when you realise you’ve gone a few weeks and haven’t felt that awful struggle of your childish self—struggling to lift itself out of its inadequacy and incompetence—you’ll know you’ve gone some weeks without meeting new challenge, and without growing, and that you’ve gone some weeks towards losing touch with yourself.

Investors are people with more money than time. Employees are people with more time than money. Entrepreneurs are simply the seductive go-betweens. Startups are business experiments performed with other people’s money. Marketing is like sex: only losers pay for it.” “Company culture is what goes without saying. There are no real rules, only laws. Success forgives all sins. People who leak to you, leak about you. Meritocracy is the propaganda we use to bless the charade. Greed and vanity are the twin engines of bourgeois society. Most managers are incompetent and maintain their jobs via inertia and politics. Lawsuits are merely expensive feints in a well-scripted conflict narrative between corporate entities. Capitalism is an amoral farce in which every player—investor, employee, entrepreneur, consumer—is complicit.

The sooner we associate long hours and multitasking with incompetence and carelessness the better. The next time you hear boasts of executives pulling an all-nighter or holding conference calls in their cars, be sure to offer your condolences; it's grim being stuck in sweatshops run by managers too ignorant to understand productivity and risk. Working people like this is as smart as running your factory without maintenance. In manufacturing and engineering businesses, everyone learns that the top priority is asset integrity: protecting the machinery on which the business depends. In knowledge-based economies, that machinery is the mind.

He [Lucius Papirius Cursor] then gave the order to advance the standards and led out his troops, expostulating on the folly of a people [Tarentum] which was incompetent to manage its own affairs because of internal strife and discord, but yet thought fit to prescribe limits to peace and war for others.

A good manager instills staff with self-confidence, teaches them to believe in themselves and helps them to realise their brilliance. Do not ever treat your staff with disrespect. It is competent until proven incompetent; not incompetent til proven competent.

It takes far more energy and work to improve from incompetence to mediocrity than it takes to improve from first-rate performance to excellence

Wait. You work for me?” “I prefer to think of it as managing your incompetence,

The misfortune of the world is that people who are too incompetent to be managers even in an apartment block come to the top management of the countries!

By the time he reached the front door, the truth had hit him. Through stupidity, incompetence, and funk he had now managed to lose his one last hope. Oh, Master of the Universe.

Any historian of warfare knows that it is in good part a comedy of errors and a museum of incompetence; but if for every error and every act of incompetence one can substitute an act of treason, we can see how many points of fascinating interpretation are open to the paranoid imagination: treason in high places can be found at almost every turning -- and in the end the real mystery, for one who reads the primary works of paranoid scholarship, is not how the United States has been brought to its present dangerous position, but how it has managed to survive at all.

It sometimes seems to rub people the wrong way to say anything sympathetic about humanity, positive about our potential influence on Earth or hopeful about our future. How could you not be shocked and alarmed by our jarring, accelerating influence on this planet? We rightfully feel some deep regret, and some shame, at how we have (not) managed ourselves. However, our obligation now is to move beyond just lamenting the job we’ve done as reluctant, incompetent planet-shapers. We have to face the fact that we’ve become a planetary force, and figure out how to be a better one.

Ambiguous loss makes us feel incompetent. It erodes our sense of mastery and destroys our belief in the world as a fair, orderly, and manageable place. But if we learn to cope with uncertainty, we must realize that there are differing views of the world, even when that world is less challenged by ambiguity . . . If we are to turn the corner and cope with uncertain losses, we must first temper our hunger for mastery. This is the paradox.

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store.

Undoubtedly street blockades and other forms of confrontational opposition can be very useful against any political opponent, but once far-right formations have managed to broadcast their xenophobic, dystopian platforms, it is incumbent upon us to drown them out with even better alternatives to the austerity and incompetence of the governing parties of the Right & Left. On its own, militant anti-fascism is necessary but not sufficient to build a new world in the shell of the old.

When women display the necessary confidence in their skills and comfort with power, they run the risk of being regarded as ‘competent but cold’: the bitch, the ice queen, the iron maiden, the ballbuster, the battle axe, the dragon lady … The sheer number of synonyms is telling. Put bluntly, we don’t like the look of self-promotion and power on a woman. In experimental studies, women who behave in an agentic fashion experience backlash: they are rated as less socially skilled, and thus less hireable for jobs that require people skills as well as competence than are men who behave in an identical fashion. And yet if women don’t show confidence, ambition and competitiveness then evaluators may use gender stereotypes to fill in the gaps, and assume that these are important qualities she lacks. Thus, the alternative to being competent but cold is to be regarded as ‘nice but incompetent’.15 This catch-22 positions women who seek leadership roles on a ‘tightrope of impression management’.16

working more than 40 hours a week was stupid, wasteful, dangerous, and expensive—and the most telling sign of dangerously incompetent management to boot,” Robinson writes. Further, more than a hundred years of research shows that “every hour you work over 40 hours a week is making you less effective and productive over both the short and the long haul.” Really! Even though most people think this makes intuitive sense, they are still surprised to hear that it is actually true. This common sense is so widely ignored that overwork—and the problems with health, happiness, and productivity that it brings—is epidemic.

Kenji goes suddenly still. At the creak of the door Kenji’s eyebrows shoot up; a soft click and his eyes widen; a muted rustle of movement and suddenly the barrel of a gun is pressed against the back of his head. Kenji stares at me, his lips making no sound as he mouths the word psychopath over and over again. The psychopath in question winks at me from where he’s standing, smiling like he couldn’t possibly be holding a gun to the head of our mutual friend. I manage to suppress a laugh. “Go on,” Warner says, still smiling. “Please tell me exactly how she’s failed you as a leader.” “Hey—“ Kenji’s arms fly up in mock surrender. “I never said she failed at anything, okay? And you are clearly over-react—“ Warner knocks Kenji on the side of the head with the weapon. “Idiot.” Kenji spins around. Yanks the gun out of Warner’s hand. “What the hell is wrong with you, man? I thought we were cool.” “We were,” Warner says icily. “Until you touched my hair.” “You asked me to give you a haircut—“ “I said nothing of the sort! I asked you to trim the edges!” “And that’s what I did.” “This,” Warner says, spinning around so I might inspect the damage, “is not trimming the edges, you incompetent moron—“ I gasp. The back of Warner’s head is a jagged mess of uneven hair; entire chunks have been buzzed off. Kenji cringes as he looks over his handiwork. Clears his throat. “Well,” he says, shoving his hand in his pockets. “I mean—whatever, man, beauty is subjective—“ Warner aims another gun at him. “Hey!” Kenji shouts. “I am not here for this abusive relationship, okay?” He points to Warner. “I did not sign up for this shit!” Warner glares at him and Kenji retreats, backing out of the room before Warner has another chance to react; and then, just as I let out a sign of relief, Kenji pops his head back into the doorway and says “I think the cut looks cute, actually” and Warner slams the door in his face.

Management by drive, like management by ‘bellows and meat ax,’ is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not know how to plan. But, above all, it is a sign that the company does not know what to expect of its managers – that, not knowing how to direct them, it misdirects them.

If you have ever worked in an office, then you have probably experienced a particular form of bad management displayed by bosses who seem unaware of their limitations and are clearly and unjustifiably pleased with themselves. They are overconfident, abrasive, and very much in awe of themselves, particularly in light of their actual talents. They are their own biggest fans by some distance.

When we land at a place like London Airport we are concerned only not to appear foolish. It is more beautiful and more complex than anything we could have dreamed of, but we are concerned only to let people see that we can manage and we are not overawed. We might even pretend that we had expected better. That is the nature of our stupidity and incompetence. And that was how I spent my time at the university in England, not being overawed, always being slightly disappointed, understanding nothing, accepting everything, getting nothing. I saw and understood so little that even at the end of my time at the university I could distinguish buildings only by their size, and I was hardly aware of the passing of the seasons. And yet I was an intelligent man and could cram for examinations.

In an organization which manages by drives people either neglect their job to get on with the current drive, or silently organize for collective sabotage of the drive in order to get their work done. In either event they become deaf to the cry of “wolf.” And when the real crisis comes, when all hands should drop everything and pitch in, they treat it as just another case of management-created hysteria. Management by drive is a sure sign of confusion. It is an admission of incompetence. It is a sign that management does not think. But, above all, it is a sign that the company does not know what to expect of its managers and that, not knowing how to direct them, it misdirects them.

The U.S. government, contending that many Osage were unable to handle their money, had required the Office of Indian Affairs to determine which members of the tribe it considered capable of managing their trust funds. Over the tribe’s vehement objections, many Osage, including Lizzie and Anna, were deemed “incompetent,” and were forced to have a local white guardian overseeing and authorizing all of their spending, down to the toothpaste they purchased at the corner store. One Osage who had served in World War I complained, “I fought in France for this country, and yet I am not allowed even to sign my own checks.” The guardians were usually drawn from the ranks of the most prominent white citizens in Osage County.

You may be thinking, Why don’t you call a bank? Don’t they loan money to businesses all the time? Yes, they do. But not after they’ve heard a story like mine, in which a long-established but barely profitable company enters a downward spiral. Banks want one thing: their money back, with interest. They only want to do business with a company that has a good plan to pay them back, and plenty of collateral available if that plan doesn’t work out. They aren’t interested in propping up a company that’s in trouble. And clearly I’m in trouble. Everything is wrong here—the fact that I’ve survived for many years without building up a healthy cash reserve indicates bad management, and our disappearing sales indicate incompetent marketing. Showing up, hat in hand, at a bank, when I may be out of business in a few weeks, would show a serious lack of judgment on my part.

What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

Motherhood often feels like a game of guilt management. Sometimes the guilt is overwhelming and debilitating. Sometimes just a low simmer, but it always feels right there. There is never any shortage of fuel to feed the beast, so the whole mechanism is constantly nourished to administer shame and a general feeling of incompetency. Add our carefully curated social media world, which not only affects our sense of success and failure, but also furnishes our children with an unprecedented brand of expectations, and BOOM – we’re the generation that does more for our kids than ever in history, yet feels the guiltiest. Virtually every one of my friends provides more than they had growing up, and still the mantra we buy into is ‘not enough, not enough, not enough.’ Meanwhile, if we developed the chops to tune out the ordinary complaints of children, we’d see mostly happy kids, loved and nurtured, cared for and treasured.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

Along with saying no, the easiest thing you can do to become more influential is just ask. Ask more often, ask more directly, and ask for more. People who ask for what they want get better grades, more raises and promotions, and bigger job opportunities and even more orgasm. This might seem obvious but apparently it isn't. Most people do not realize how often they are not asking until they start asking more often. Whenever our MBA course ends and students share the biggest thing they have learned - after we have done so much together - the most common answer is “just ask”. The full realization comes from practice. What if you’re not sure how to ask? Just ask the other person. Seriously. One of the simplest and most surprising influence hacks is that if you ask people how to influence them, they will often tell you. Most of us are reluctant to ask because we fundamentally misunderstand the psychology of asking and we underestimate our likelihood of success. In one series of experiments, employees were more likely to turn in mediocre work than to ask for deadline extension, fearing their supervisor, would think them incompetent if they asked for extra time. But they had it backward: Managers saw extension requests as a good sign of capability and motivation. Pg 64, 65

Spoiled-dependent. The narcissist in your life might best be characterized as having been spoiled as well as dependent. In this case, not only will he act entitled and feel superior (not surprising given the family modeling of a “we’re better than others” attitude), he may also feel dependent and incompetent, as his parents were always waiting on him and rescuing him instead of helping him develop the necessary skills of self-reliance and functionally appropriate dependence. As an adult, he may show up as entitled and expect to be doted on and indulged. Or he may avoid taking initiative and making decisions because he has an underlying fear of shamefully exposing his limitations and failures when tackling the everyday decisions of life. Deprived-dependent. Another combination that might characterize your narcissist is being both a deprived type and a dependent type. In this case he will be easily offended as well as dependent, needing others to constantly reassure him that he is great and manage life for him. Discreetly, he seeks out others to protect him from a deeply felt sense of shame about his defective, lonely, and inadequate self. He may come across as needy and hypersensitive, rather than demanding and show-offish. He may show signs of being addicted to self-soothing behaviors,

One winter day in 1993, Bob, Giselle, and Dan proposed taking me out to dinner with the stated purpose of “giving Ray feedback about how he affects people and company morale.” They sent me a memo first, the gist of which was that my way of operating was having a negative effect on everyone in the company. Here’s how they put it: What does Ray do well? He is very bright and innovative. He understands markets and money management. He is intense and energetic. He has very high standards and passes these to others around him. He has good intentions about teamwork, building group ownership, providing flexible work conditions to employees, and compensating people well. What Ray doesn’t do as well: Ray sometimes says or does things to employees which makes them feel incompetent, unnecessary, humiliated, overwhelmed, belittled, oppressed, or otherwise bad. The odds of this happening rise when Ray is under stress. At these times, his words and actions toward others create animosity toward him and leave a lasting impression. The impact of this is that people are demotivated rather than motivated. This reduces productivity and the quality of the environment. The effect reaches far beyond the single employee. The smallness of the company and the openness of communication means that everyone is affected when one person is demotivated, treated badly, not given due respect. The future success of the company is highly dependent on Ray’s ability to manage people as well as money. If he doesn’t manage people well, growth will be stunted and we will all be affected.

You didn’t allow me anything! I allowed you! I allowed you to fool yourselves into thinking you had a choice!” Strom took a breath. When he had his anger under control, he spoke again. “You are clearly unfit to serve as Grand Mage,” he announced, “and all three of you are unfit to serve on the Council of Elders. By the authority vested in me by the international community I am hereby taking command of this Sanctuary. You are relieved of your duties.” Nobody moved. Valkyrie was frozen to the spot, though her eyes darted from person to person. Moving slowly, Grim reached for his jacket, and Skulduggery drew his revolver and pointed it into his face. “I wouldn’t do that if I were you,” Skulduggery said. The bodyguard raised his hands. Strom’s eyes widened. “What you just did is illegal.” “We’re in charge,” Ravel told him. “You think we’re going to roll over just because you tell us to? Who the hell do you think you are?” “I am a Grand Mage, Mr Ravel, a title I earned because of hard work and dedication. Whereas you, on the other hand, are Grand Mage because nobody else wanted the job.” “Whoa,” said Ravel. “That was a little below the belt, don’t you think?” “None of you have the required experience or wisdom to do what is expected of you. I know you’ll find it hard to believe, but we didn’t come here to take control. We came here to help.” “And now you want to take control anyway.” “You have proven yourselves incompetent. And what are you doing now? You’re holding a Grand Mage at gunpoint?” “Technically, Skulduggery is only holding a Grand Mage’s bodyguard at gunpoint. Which isn’t nearly as bad.” “You all seem to be forgetting that I have thirty-eight mages loyal to the Supreme Council in this country.” “And you seem to be under the illusion that we find that intimidating.” “If I go missing—” “Missing?” Ravel said. “Who said anything about going missing? No, no. You’re just going to be in a really long and really important meeting, that’s all.” “Don’t be a fool,” said Strom. “You can’t win here, Ravel. There are more of us than there are of you. And the moment our mages get wind of what’s going on down here, the rest of the Supreme Council will descend on you like nothing you’ve ever seen.” “Quintin, Quintin, Quintin... you make it sound like we’re going to war. This isn’t war. This is an argument. And like all arguments between grown-ups, we keep it away from the kiddies. You’ve got thirty-eight mages in the country? Ghastly, how many cells do we have?” “If we double up we’ll manage.” “Don’t make this any worse for yourselves,” said Strom. “An attack on any one of our mages will be considered an act of war.” “There’s that word again,” said Ravel. “This is insanity. Erskine, think about what you’re doing.” “What we’re doing, Quintin, is allowing our people to do their jobs.” “This is kidnapping.” “Don’t be so dramatic. We’re just going to keep you separated from your people for as long as we need to resolve the current crisis. Skulduggery and Valkyrie are on the case. When have they ever let us down?” Ravel turned to them, gave them a smile. “You’d better not let us down.” Skulduggery inclined his head slightly, and Valkyrie went with him as he walked away. “Holy cow,” Valkyrie whispered when they were around the corner. “Holy cow indeed.

A complete and utter shambles. A disaster. It stretches the limits of comprehension that such a thorough display of incompetence could have been managed without willful bloody intent. Such a f—” Shaw trips over the curse word, swallows it back down. “Such a damned disaster.” She is white-lipped, wide-eyed. Every muscle in her face seems tensed. Two red spots stand out on her cheeks like a clown’s make-up. To my right, Clyde and Tabitha shuffle their feet. To my left, Kayla stares intently at one corner of the room, as rigid as the moment the monster hit her.

If, therefore, those called to office and leadership roles in the church remain content merely to organize and manage the internal affairs of the church, they are leaving a vacuum exactly where there ought to be vibrant, pulsating life. Of course Christian leaders need to be trained and equipped for management, for running of the organization. The church will not thrive by performing in a bumbling, amateur fashion and hoping that piety and goodwill will make up for incompetence. But how much more should a Christian minister be a serious professional when it comes to grappling with scripture and discovering how it enables him or her, in preaching, teaching, prayer, and pastoral work, to engage with the huge issues that confront us as a society and as individuals. If we are professional about other things, we ought to be ashamed not to be properly equipped both to study the Bible ouselves and to bring its ever-fresh word to others.

By force-marching his exhausted men through the unknown, rain-swept wilderness of the German-infested Teutoburg Forest, this guy had just made a brain-explodingly boneheaded mistake so amazing in its incompetence that it makes the Roman consuls at Cannae look like a conjoined triplet made out of Napoleon Bonaparte, Alexander the Great, and that dude from Total Recall who had the baby coming out of his stomach. In terms of career moves, marching three legions into the Teutoberg was the Classical Age equivalent of coauthoring an academic paper with the Unabomber or asking Charles Manson to write you a letter of recommendation for law school. Unsurprisingly, this came back to bite him in the ass. We don’t know exactly how many Germans were hiding in the woods, watching the column of imperial invaders trudge past. The Germans didn’t bother to write anything down more detailed than “killed sum d00ds 2day lulz,” and the only Romans who managed to run screaming out of this forest alive were the ones who knew better than to sit there and try to count how many GWAR fans were currently trying to brutally dismember them with axes. Let’s just say it was probably a crapload, and that when these long-haired death metal freaks unleashed a bloodcurdling shout and started charging through the forest like a bunch of gigantic mutant Ewok-Wookies ambushing the Imperial Stormtroopers on the Forest Moon of Endor it wasn’t exactly the sort of hilarious laugh riot you might see in an animated GIF involving unicorns, rainbows, and cartoon kitties with Pop-Tarts where their bodies are supposed to be. Bellowing like madmen, these balls-out, frothing-at-the-mouth, beer-swilling sausage fiends went Leeroy Jenkins toward the enemy, blitzkrieging out of the woods from every side seemingly at the same time, their ferociousness magnified not only by their savage blood rage, but by the fact that some of the dudes had taken to painting their entire bodies black with mud to help them hide in the dark forest like how Schwarzenegger hid from the Predator’s infrared vision. It was so damned terrifying that it took every ounce of Roman discipline to not simply spontaneously combust into blood vapor on the spot.

The managements are classified as hard and soft. The hard ones are taskmasters. They care much about discipline, core competence and results. The latter, the soft variety, is too kind and tolerant. They condone incompetence to the extent of patronizing it and would not like to punish those incompetent even though their presence adds heavily to the cost of the organization.

Paradoxically enough, the release of initiative and enterprise made possible by popular self-government ultimately generates disintegrating forces from within. Again and again after freedom has brought opportunity and some degree of plenty, the competent become selfish, luxury-loving and complacent, the incompetent and the unfortunate grow envious and covetous, and all three groups turn aside from the hard road of freedom to worship the Golden Calf of economic security. The historical cycle seems to be: From bondage to spiritual faith; from spiritual faith to courage; from courage to liberty; from liberty to abundance; from abundance to selfishness; from selfishness to apathy; from apathy to dependency; and from dependency back to bondage once more. At the stage between apathy and dependency, men always turn in fear to economic and political panaceas. New conditions, it is claimed, require new remedies. Under such circumstances, the competent citizen is certainly not a fool if he insists upon using the compass of history when forced to sail uncharted seas. Usually so-called new remedies are not new at all. Compulsory planned economy, for example, was tried by the Chinese some three milleniums ago, and by the Romans in the early centuries of the Christian era. It was applied in Germany, Italy and Russia long before the present war broke out. Yet it is being seriously advocated today as a solution of our economic problems in the United States. Its proponents confidently assert that government can successfully plan and control all major business activity in the nation, and still not interfere with our political freedom and our hard-won civil and religious liberties. The lessons of history all point in exactly the reverse direction.

In a linear world of equilibrium and predictability, the sparse research into an evidence base for management prescriptions and the confused findings it produces would be a sign of incompetence; it would not make much sense. Nevertheless, if organizations are actually patterns of nonlinear interaction between people; if small changes could produce widespread major consequences; if local interaction produces emergent global pattern; then it will not be possible to provide a reliable evidence base. In such a world, it makes no sense to conduct studies looking for simple causal relationships between an action and an outcome. I suggest that the story of the last few years strongly indicates that human action is nonlinear, that time and place matter a great deal, and that since this precludes simple evidence bases we do need to rethink the nature of organizations and the roles of managers and leaders in them.

Just as people will admit to being bad with math more than they will admit illiteracy, business tolerates interpersonal incompetence where it would never allow financial malfeasance.

Humanity had been promoted to the position of dominant species, a role they managed with utter incompetency.

If incompetence is not recognized, then an individual may rise well beyond his level of incompetence. This often happens in technical areas because there is no one in management who can judge an individual’s technical competence.

What are your feelings from Bush to Obama? Besides being responsible for the death of half a million people, I feel like Bush dealt a huge economic and social blow to the USA, one from which we may never fully recover. He directly flushed 3 trillion dollars down the toilet on hopeless, pointlessly destructive wars in Afghanistan and Iraq …and they’re not even over! For years to come, we’ll be paying costs for all the injured veterans (over 50,000) and destabilizing three countries, because you have to look at the impact that the Afghan war has on Pakistan. Bush expanded the use of torture, and created a whole new layer of government bureaucracy (the “Department of Homeland Security”) to spy on Americans. He created Indefinite Detention (at Guantanamo and other US military bases) and expanded the use of executive-ordered assassinations using the new drone technology. On economic issues, his administration allowed corporations to run things and regulate themselves. The agency that was supposed to regulate oil drilling had lobbyist-paid prostitutes sleeping with employees while oil industry lobbyists basically ran the agency. Energy companies like Enron, and the country’s investment banks were deregulated at the end of the Clinton administration and Bush allowed them to run wild. Above all, he was incompetent and appointed some really stupid people to important positions at every level of government. Certainly, Obama has been involved in many of these same activities. A few he’s increased, such as the use of drone assassinations, but most of them he has at least tried to scale back. At the beginning of his first term, he tried to close the Guantanamo prison and have trials for many of the detainees in the United States but conservatives (including many Democrats) stirred up public resistance and blocked this from happening. He tried to get some kind of universal healthcare because over 50 million Americans don’t have health insurance. This is one of the leading causes of personal bankruptcies and foreclosures because someone gets sick in a family, loses their job, loses their health insurance (because American employers are source of most people’s healthcare) and they can’t pay their health bills or their mortgage. Or they use up all their money caring for a sick family member. So many people in the US wanted health insurance reform or single-payer, universal health care similar to what you have in the UK. Members of Obama’s own party (The Democrats) joined with Republicans to narrowly block “The public option” but they managed to pass a half-assed but not-unsubstantial reform of health insurance that would prevent insurers from denying you coverage when you’re sick or have a “preexisting condition.” The minute it was signed into law, Republicans sued in the courts (all the way to the supreme court) and fought, tooth and nail to block its implementation. Same thing with gun control, even as we’re one of the most violent industrial countries in the world. (Among industrial countries, our murder rate is second only to Russia). Obama has managed to withdraw troops from Iraq and Afghanistan over Republican opposition but, literally, everything he tries to do, they blast it in the media and fight it in Congress. So, while I have a lot of criticisms of Obama, he is many orders of magnitude less awful than Bush and many of the positive things he’s tried to do have been blocked. That said, the Democratic and Republican parties agree on more things than they disagree. Both signed off on the Afghan and Iraq wars. Both signed off on deregulation of banks, of derivatives, of mortgage regulations and of the energy and telecom business …and we’ve been living with the consequences ever since. I’m guessing it’s the same thing with Labor and Conservatives in the UK. Labor or Democrats will SAY they stand for certain “progressive” things but they end up supporting the same old crap... (2014 interview with iamhiphop)

Those of you who have to go to work and talk to your coworkers in compliment sandwiches so they don’t feel like you’re being too aggressive. Those of you who learned to bite your tongue even when you wanted to tell that douchebag in the cubicle next to you to go straight to hell. Shout-out to the ones who know their boss is incompetent, yet manage to get work done in spite of them. You have to do your job and theirs, AND perform the politics. I see you. I salute you. I pay my respects to you.

Refusing to acknowledge the contracts of women in pornography places them in the same legal category as children or mental incompetents. In Indianapolis, the anti-pornography ordinance argued that women, like children, needed special protection under the law: "Children are incapable of consenting to engage in pornographic conduct.... By the same token, the physical and psychological well-being of women ought to be afforded comparable protection, for the coercive environment ... vitiates any notion that they consent or `choose' to perform in pornography." [2] This attitude of "I'm a helpless victim" could easily backfire on women who may be required to prove they are able to manage their own finances, or to handle custody of their own children. Moreover, the idea of men "emotionally or verbally coercing" women re-enforces the concept of men as intellectually and psychologically stronger than women. It is the old "Man of Steel/ Woman of Kleenex" myth.

The Peter Principle is a concept in management developed by Laurence J. Peter, which observes that people in a hierarchy tend to rise to their “level of incompetence.

and follow these stupid rules. Worst of all, I have to spend a horrendous amount of time in useless meetings.” The creative magic begins to wane as some of the most innovative people leave, disgusted by the burgeoning bureaucracy and hierarchy. The exciting start-up transforms into just another company, with nothing special to recommend it. The cancer of mediocrity begins to grow in earnest. George Rathmann avoided this entrepreneurial death spiral. He understood that the purpose of bureaucracy is to compensate for incompetence and lack of discipline—a problem that largely goes away if you have the right people in the first place. Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drives away the right people on the bus, which then increases the percentage of wrong people on the bus, which increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away, and so forth. Rathmann also understood an alternative exists: Avoid bureaucracy and hierarchy and instead create a culture of discipline. When you put these two complementary forces together—a culture of discipline with an ethic of entrepreneurship—you get a magical alchemy of superior performance and sustained results.

A Sentient Incompetent employee is preferable to one who is Insentient Competent

Of the employees whose managers were described as incompetent, inconsiderate, secretive, and uncommunicative, a whopping 60 percent suffered heart attacks or other life-threatening cardiac conditions.

all bastions of bureaucracy. They all conform to the same bureaucratic blueprint: There is a formal hierarchy Power is vested in positions Authority trickles down Big leaders appoint little leaders Strategies and budgets are set at the top Central staff groups make policy and ensure compliance Job roles are tightly defined Control is achieved through oversight, rules, and sanctions Managers assign tasks and assess performance Everyone competes for promotion Compensation correlates with rank These organizational features may seem innocuous, but as we’ll see, it’s here, in the unremarkable landscape of bureaucracy, that we find the roots of institutional incompetence.

human tendency. However, it can also have a negative impact in certain environments. One example is senior managers who are clearly incompetent yet still manage to get promoted. If you haven’t already noticed, incompetent people are typically oblivious to their incompetence. They literally walk around with their head in the clouds believing they are the cleverest people in the world. On the oth

People from all cultures believe in “constructive criticism.” Yet what is considered constructive in one culture may be viewed as destructive in another. Getting negative feedback right can motivate your employees and strengthen your reputation as a fair and professional colleague. Getting it wrong can demoralize an entire team and earn you an undeserved reputation as an unfeeling tyrant or a hopelessly incompetent manager.

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews: 1.​He is a weak, ineffective leader 2.​He doesn’t know how to manage 3.​He gave up his corner office on the top floor, suggesting to the company that our team is of no importance 4.​He is incompetent

First, the Bible says that an elder must be of irreproachable moral character and capable in the use of Scripture because he is “God’s steward,” that is, God’s household manager (Titus 1:7). An elder is entrusted with God’s dearest and most costly possessions, His children. He thus holds a position of solemn authority and trust. He acts on behalf of God’s interests. No earthly monarch would dare think of hiring an immoral or incapable person to manage his estate. Nor would parents think of entrusting their children or family finances to an untrustworthy or incompetent person. So, too, the High and Holy One will not have an unfit, unqualified steward caring for His precious children.

So, Officer “Andy” managed to shoot a civilian in the head even after he’d died. Talk about taking incompetence to new heights.

Nevertheless, however reluctantly, unconsciously, and incompetently we are doing it, we are now managing this planet. Many people don’t want to admit this, don’t want it to be true. Well, of course we don’t want it to be true. Everyone prefers the carefree innocence of childhood to the weighty responsibilities of adulthood. Still, it is far better to grasp things the way they really are. When we deny that humans are now to some degree in charge of Earth, aren’t we persisting in a comforting illusion? If we want to get to work solving the problems we’ve created, the first step is seeing clearly who we are. Though

Most managers are incompetent and maintain their jobs via inertia and politics.

The rule of the vital few says that the minority of things matter a great deal and the majority of things don’t matter a lot. The key is to focus on just a couple of crucial things and disregard the rest. Your task becomes manageable again, and you keep going with much less effort. When you apply this rule during the stage of conscious incompetence, you’ll reduce the risk of giving up. In the case of learning languages, it’s usually the ability to communicate with native speakers – basic sentences and phrases are much more important than proper grammar or getting the intonation right. In the case of building a business, it’s getting your first client, the next one, and the next one. Leave thinking about more complex business tasks for later. In fitness, you don’t have to learn more than a few basic movements (squat, deadlift, bench press, overhead press, chin-up). All the other exercises aren’t necessary for most trainees. Deconstruct each of your goals in a similar way and don’t let the complexity deter you from making progress.

It should be obvious but I’ve never met anyone that is able to perceive incompetent managers and lack of corporate integrity as the main causes for incompetent workers and poor results in productivity. And by the way, the exact same principles apply to Universities, but I've also never met students capable of questioning their teachers as they should, or teachers that aren't afraid to be questioned regarding their own integrity. It's really easy to talk bullshit in a classroom using social status, certificates and books as backbone for credibility but hard to face accountability for the words one vomits out of his brain without ever trying to digest them with a stomach for confrontation with realism. If anything useful I learned in college, as both student and lecturer, is that my teachers and coworkers were a bunch of arrogant cocksuckers feeding on the illusion that their reputation makes them who they are. Their self-delusion makes them pathetic. And the only thing they ever produced were pathetic students.

The Western Empire, supported generation after generation by half a hundred of the strongest and most remarkable men in history, from Stilicho to Charlemagne, died and disintegrated and left off being the Empire. The Eastern Empire, supported by fools and slaves and fops, and ruled by the worst and most incompetent of men and women, managed to endure and thrive for a thousand years more.

The space shuttle Challenger disaster was a classic example of what happens when engineers are overruled by incompetent managers.

In the second year of the Trump presidency, I attended a dinner of American hedge funders in Hong Kong. I was there as a guest speaker, to survey the usual assortment of global hot spots. A thematic question emerged from the group—was the “Pax Americana” over? There was a period of familiar cross-talk about whether Trump was a calamitous force unraveling the international order or merely an impolitic Republican politician advancing a conventional agenda. I kept interjecting that Trump was ushering in a new era—one of rising nationalist competition that could lead to war and unchecked climate change, to the implosion of American democracy and the accelerated rise of a China that would impose its own rules on the world. Finally, one of the men at the table interrupted with some frustration. He demanded a show of hands—how many around the table had voted for Trump, attracted by the promise of tax cuts and deregulation? After some hesitation, hand after hand went up, until I was looking at a majority of raised hands. The tally surprised me. Sure, I understood the allure of tax cuts and deregulation to a group like that. But these were also people who clearly understood the dangers that Trump posed to American democracy and international order. The experience suggested that even that ambiguous term “Pax Americana” was subordinate to the profit motive that informed seemingly every aspect of the American machinery. I’d come to know the term as a shorthand for America’s sprawling global influence, and how—on balance—the Pax Americana offered some stability amid political upheavals, some scaffolding around the private dramas of billions of individual lives. From the vantage point of these bankers, the Pax Americana protected their stake in international capital markets while allowing for enough risk—wars, coups, shifting energy markets, new technologies—so that they could place profitable bets on the direction of events. Trump was a bet. He’d make it easier for them to do their business and allow them to keep more of their winnings, but he was erratic and hired incompetent people—so much so that he might put the whole enterprise at risk. But it was a bet that enough Americans were willing to make, including those who knew better. From the perspective of financial markets, I had just finished eight years in middle management, as a security official doing his small part to keep the profit-generating ocean liner moving. The debates of seemingly enormous consequence—about the conduct of wars, the nature of national identity, and the fates of many millions of human beings—were incidental to the broader enterprise of wealth being created.

The Abwehr also achieved a great success against the Dutch resistance beginning in March 1942. It called this counter-intelligence coup Operation North Pole, or the Englandspiel. This disaster was almost entirely due to appallingly lax practices in N Section at SOE’s London headquarters. An SOE radio operator was picked up in a sweep in The Hague. The Abwehr forced him to transmit to London. He did so, assuming that, because he had left off the security check at the end of his message, London would know that he had been captured. But to his horror London assumed that he had simply forgotten it, and replied telling him to arrange a drop zone for another agent to be parachuted in. A German reception committee was waiting for the new agent, and he was in turn forced to signal back as instructed. The chain continued, with one agent after another seized on arrival. Each was deeply shocked to find that the Germans knew everything about them, even the colour of the walls in their briefing room back in England. The Abwehr and SD, for once working harmoniously together, thus managed to capture around fifty Dutch officers and agents. Anglo-Dutch relations were severely damaged by this disaster; in fact many people in the Netherlands suspected treachery at the London end. There was no conspiracy, just a terrible combination of incompetence, complacency and ignorance of conditions in occupied Holland.

People, thought Noreen. People really were the problem. If people were a bit easier to deal with, she’d probably have become a doctor like her father and his father before him, instead of being the unspoken family disappointment of a veterinarian. She really had tried to like people, but it was very hard to based on the available evidence – war, famine and the films of Adam Sandler. Animals, on the other hand, were infinitely more lovable. In fact, their only downside was that they were invariably owned by people. It was the Peter principle on a massive evolutionary scale. Humanity had been promoted to the position of dominant species, a role they managed with utter incompetency.

The dangerous exception is the politician so stupid or so vain that he does not even recognize his own incompetence.

For two centuries, the American arrangement has always managed to right itself under pressure without discarding the system and trying another after every crisis, as have Italy and Germany, France and Spain. Under accelerating incompetence in America, this may change.

And as in any line of business, a succeeding CEO who couldn't make a bygone cock-up look like an opportunity missed wasn't fit for management, and should take her retirement package, her annual bonus, her golden handshake and her non-disclosure kickback and tiptoe from the boardroom in disgrace.

But postmortems offering rational explanations for how a pussy-grabbing goblin managed to gain the White House over an experienced woman have mostly glossed over one of the well-worn dynamics in play: A competent woman losing a job to an incompetent man is not an anomalous Election Day surprise; it is Tuesday in America.

One of my astronomy managers used to tell me that liquid nitrogen was harmless and was just liquid air. He would pour it onto his bare hands to demonstrate how safe he thought it was. I was later to realize that incompetence was a feature of high altitude astronomy.

As we struck across the ridges and hollows of the undulating terrain, our attention was caught by a slight rustling in a clump of long grass to our left. In a few strides we had drawn level, and pushed aside the straggling stalks, to reveal the quivering body of a rabbit, on its side, oddly contorted. Ralph bent to examine it, and its fright became even greater; there was agony in its staring eyes. Gently, he tried to pick it up, only to withdraw his hand with a moan of disgust; moist and warm redness stained his fingers, and his face became set and sullen. Very little additional examination was required to establish that the creature had been shot by one of the Hall’s marauding parties, but that the job had been botched, and the victim had managed to effect a temporary escape to sink down here, and drain away to oblivion. It was remotely possible that the wound was the work of some more instinctive predator, but by far the greater likelihood rested with an incompetent marksman. As we watched, the animal began to succumb with paroxysms of twitching, and life fled from it very shortly. ‘Is it worth our fee, then, to work for people who enjoy this kind of thing?’ I enquired, bitterly, after we had walked a little way in silence. Ralph stared straight ahead. ‘I have accepted her terms, and she must accept mine. I only said I would look into the cause of her “little difficulty”. I did not say I would deal with it. I shall keep my word—exactly so.

5.5 Specific Signs You Should Avoid A Van Rental Supplier! Here are 5.5 specific sign that you should avoid a van rental supplier: 1. Automated answering services: If you cannot get access to a human on the phone when you call to make a van reservation, where are they going to be when you have a mechanical breakdown? If the company cannot afford to provide a live person to receive your call, how will they afford to take care of your group when you have broken down on the side of the road or have been in an accident! 2. Rude or incompetent rental agents: If the rental company’s agents do not answer the phone cheerfully and sound like they are less than ecstatic to hear from you, they have set a negative tone for the entire van rental experience. If they place you on hold until you grow old, or refuse to acknowledge you immediately when you walk through the door of their office, get out of there! 3. Charging for mileage: Any van rental firm worth doing business with will offer you unlimited miles going anywhere in the USA. Anything else does not allow you the peace of mind needed when you are required to maximize your budget and do not need any unaccounted variables. 4. Encouraging drop-offs after business hours: This practice gives the rental company an unwritten power of attorney to charge you for any damages they find until the next business day! This leaves you or your organization wide open to paying for damages you did not cause or create! 5. Yield management systems: When a van rental firm employs this system, it skyrockets the van rental rates through the roof as demand gets tight and supply gets low. This system has been designed to squeeze every last dollar out of the client’s pocket and takes serious advantage of those groups that are forced to reserve later due to budget constraints or lack of commitments! 5.5 Accidents handled by a third party vendor: If you have an accident in a van, and the rental firm outsources this function to an outside agency, you will lose all power of negotiation and pay much more on the damage claim because the rental firm has to give that agency a substantial percentage. In addition, the agency employees have nothing to lose by treating you horribly.

Angry managers are losers, hapless incompetents who are in way over their heads and haven’t got the faintest idea how to lead. In the long run, they will come tumbling down under the weight of their own fury. In the short run, however, they tend to cluster. That means that a few organizations end up with way more than their share. I mention this because from the inside of this kind of culture, it may not be at all obvious that the level of abuse you see around you isn’t common everywhere. It isn’t. If you’ve stumbled into such a situation, get out. Life is too short.

Incompetence, bureaucracy, arrogance, tired executive blood, poor planning, and short-term investment horizons obviously have played leading roles in toppling many companies.

Hitherto, every form of society has been based, as we have already seen, on the antagonism of oppressing and oppressed classes. But in order to oppress a class, certain conditions must be assured to it under which it can, at least, continue its slavish existence. The serf, in the period of serfdom, raised himself to membership in the commune, just as the petty bourgeois, under the yoke of feudal absolutism, managed to develop into a bourgeois. The modern laborer, on the contrary, instead of rising with the progress of industry, sinks deeper and deeper below the conditions of existence of his own class. He becomes a pauper, and pauperism develops more rapidly than population and wealth. And here it becomes evident, that the bourgeoisie is unfit any longer to be the ruling class in society, and to impose its conditions of existence upon society as an over-riding law. It is unfit to rule because it is incompetent to assure an existence to its slave within his slavery, because it cannot help letting him sink into such a state, that it has to feed him, instead of being fed by him. Society can no longer live under this bourgeoisie, in other words, its existence is no longer compatible with society.

The transition to managing a larger team reminded me that when everything is going fine, management is easy. Thousands of managers around the world inherit healthy teams in healthy companies, do little of merit, and get great rewards for just being in the right place at the right time. The real story behind some people you meet with fantastic reputations isn't notable talents or skills, but merely an exceptional ability to choose the right time to join and leave particular projects. The work of managers everywhere is rarely evaluated with enough consideration for the situation they inherited and the situations they faced that were not in their control. We all make judgments of ability at the most superficial levels. If the results are good, we give praise. If the results are poor, we criticize. We rarely give credence to the feeling in the back of our minds that the winner or loser doesn't quite fit the part. We know in our careers people who were shafted, taking the fall for incompetence that wasn't theirs, and also people who slide through organizations as if coated with Teflon, causing misery and frustration at every turn, yet they move into promotions unscathed.

Good intentions are no excuse for incompetence. And the manager who believes that social consciousness is a substitute for managing his business—or his hospital or his university—so that it produces the results for the sake of which it exists, is either a fool or a knave or both.

Motherhood often feels like a game of guilt management; sometimes the guilt is overwhelming and debilitating, sometimes just a low simmer, but it always feels right there. There is never any shortage of fuel to feed the beast, so the whole mechanism is constantly nourished to administer shame and a general feeling of incompetency.

After sweating it out on death row for a decade, Ray Harris managed to get his sentence reduced to life imprisonment due to ineffective assistance of counsel. That same year, Vaughn’s boss Mick agreed to represent Harris pro bono and persuaded the Superior Court that Harris’s first attorney was so incompetent that his client deserved a new trial.

Peter principle in his 2009 book of the same name, which has become known by the phrase managers rise to the level of their incompetence.

Deadlines are great discovery tools for effective management. Not meeting one uncovers incompetency or lack of commitment.