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Ego
I think this coupled w the last one is so true. Often type A driven people are actually very insecure - their identity and worth is tied to their accomplishments and successes and intelligence. So anything that makes them look bad touches on that fragile ego and makes them feel less. If they feel their people are reports are making them feel like less or look bad, they may go after that in an unhealthy way because it’s touching their insecurities and fragile places. This becomes normalized because it was done to them or they see others do it. Not a healthy way to be dealing w the world but very common w performers.
Frankly it’s the same way alcoholism or abuse pass from generation to generation- starts w dealing w inadequacy or insecurity and gets normalized because it happened to you.
They don’t know any other way
I see this a lot here. Newly promoted mgr yelling at their associates for the mishaps that they caused. Indecisive director who only work decks and can’t make their people feel engaged. MD that actually throw tantrums in meetings. All of this in one project.
If that’s them in public, imagine them in private...yikes
I see a lot of this especially in technical leadership. People who are technical whizzes but don't have people skills do get promoted higher than they should be (that's the case in all professions, but I've seen it comparatively more so in tech). I tend to see those types of leaders in one of two camps: bumbling leaders or just plain bad leaders.
It's kind of an institutional issue--not much can be done about that leadership in their current positions, but it should have been addressed before they got to that stage...yet likely wasn't because the leadership who was around when they were being groomed likely had the same flaws.
$$$
We will continue to have these problems until non leadership promotion paths are adopted.
They don’t exist at my firm.
Or make it a requirement to move up into leadership positions. Won’t happen unless it becomes an industry thing, people will just leave
Because traditional norms result in people getting promoted for the wrong reasons. (Tenure, technical skills, etc.)
Consulting does not prepare you for leadership roles. People who are really good at and interested in those roles usually leave at manager level. In consulting you need to be a good sales person, not people manager, to advance to higher levels (director, partner, ...).
In industry these jobs (sales) are usually ‘individual contributor’ roles without people responsibilities - for a reason.
And that’s why many directors and partners in consulting are bad leaders.
On a side note: catching flies is easier with (fruit-based) vinegar than honey ;)I