Managing by Gimmick (MBG) is a technique used by managers and supervisors everywhere which is the antithesis of using good leadership principles. It is using a gimmick instead of sound management. It encompasses bribery, promises, blame and deflection.
If I was writing a book about MBG (Management By Gimmick), Chapter One would be about MBG 1 - the fallacy of using Recognition Programs to motivate people (covered in my previous blog entry). MBG 2 would be about “Not taking Ownership” or the act of blaming other entities to look good to the employee. A manager who points the finger at upper management, the company or Human Resources is an example of employing MBG 2.
Managers who tell their employees that, “I would have given you a bigger raise, but HR wouldn’t let me,” are guilty of Managing By Gimmick because they are not being responsible. When a manager says to an employee, “I’m sorry, you can’t do that, the company doesn’t want us to,” she is practicing MBG 2. Also, managers sometimes resort to using outside agencies for reasons for decisions, “OSHA won’t let you perform the operation that way.”
A first level manager is not part of management; he or she is management. Not taking full responsibility for being management erodes their authority. Managers who practices MGB 2 may be better liked, but will not gain the respect in their role in management.
Good managers know the compensation guidelines and take ownership of them, in fact, they are the acting Human Resource Managers on the front lines. They also represent the CEO, the vision, mission and values of the organization. They take responsibility for everything that comes with the title.
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