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A very respected colleague was diagnosed with a disorder which turned out to be profoundly serious – almost fatal. Thank God, it did not. His immune system which was the protector suddenly became a predator. Doctors finally opined that the disorder was Myasthenia Gravis.
The immune system protects the body from external attackers. But what if the immune system itself turns out to be the attacker? Who will protect the human body? Myasthenia Gravis is an autoimmune disorder in which the immune system of the body, meant to protect the body against external organisms, inadvertently attacks the body. MG is a result of an error in transmission of nerve impulses to the muscles. Like a security guard killing the same person whom he must protect. Have we not witnessed this in our times? When one is combing the outside world for threats, weakening or destruction of human body could be an “insider’s job.”
Can the logic extend to Organizations as well? No doubt, all Organizations face an external threat for their existence in the form of competition. But what about the internal threat – ala MG? The MG in organizations could be its myopic managers. The Managers who are to emerge as Leaders of the organization, unwittingly turn into the MG types for the organization. MG worsens over a period and takes the shape of MC (Myasthenia Crisis) which can be fatal.
While MG cases are rare in individuals, in organizations this type of Managers are not. While MG in individuals is not contagious and does not run in the family, the MG type of Managers can spread the disorder within the organization and create a new trend. It may slowly engulf the organization over a period. What competitors cannot do to an organization; the MG type Managers do! While the external enemy can be fought and warded off, internal enemy destroys the fabric and the system from within.
Symptomatic Similarities:
Drooping of muscles of one or both the eyes – Managers purposefully shut their eyes to the real contributors who are not in their good books.
Double Vision or Diplopia – Managers having a vision for themselves not synchronizing with the Organizational Vision. Deliberately over-playing the contributions of their inner circle and downplaying that of others.
Impaired Speech – Managers struggling to justify their wrong decisions and actions. Not being clear about what they have done and why?
Difficulty in chewing and swallowing – Managers unwilling to accept the successes of their team members outside their inner circle.
Shortness of breath – Managers who are not able to breathe in confidence to their reportees and enthuse them. Instructional types, not empowering types!
Shortness of sleep – Managers who are not able to sleep peacefully unless they have been able to somehow reward their well-wishers may be, at the cost of other deserving employees.
Making of MGMs:
Referrals and internal elevations based on the reporting manager’s recommendations alone play a small yet significant part in the making of MGMs. The entry path into any organization is smoothened by a Manager’s Reference and internal elevations as well. Through referrals and doling out promotions, the Manager promotes loyalty to himself, not to the organization. The Manager must prove a point to his Leaders (who are obviously more tuned towards the results than the process), that all his judgements are bang-on. He takes it unto himself to project such a protégé in good light and nudges others to sing paeans about the protégé – stage managed. Leaders who lead are misled! Thus, MG Managers are born and so has the legacy!
Despite such an insider, organizations may continue to grow because of favourable headwinds. But it fails to add value to what it has been doing. It cannot distance itself further from the competitors. Sooner than later, the competition gains speed and overtakes. The organization has not lost to an external competitor but to an insider. This is what MGMs can do to an organization.
Conclusion:
Good organizations need to have a system in place to identify these MGMs for remedial action as a damage control measure. Scientifically developed and well administered psychometric Assessments at periodical intervals can be one way of identifying such MGMs within. Training Interventions to Managers occupying critical positions on distancing themselves from personal prejudices can work well.
V J Raghunandan is a former Banker currently teaching at MABFSI, Bengaluru
These pieces are being published as they have been received – they have not been edited/fact-checked by ThePrint.
Very nice article.
Interesting corollary.. MG syndrome in organisations.. Though every organisation has such people, successful are the ones who keep them under control.. Hats off Sir for the brilliant article
Mr. Raghunandan with his experience as a banker n trainer has come out with a MG phenomenon. It’s natural that in different organizations, persons with different types of mentality exist. It’s important to identify such people and counsel them. Other wise one spoilt apple can destroy whole lot. This article helps the management of all such organizations. Interesting article.
Eye opener article for any organization. In this competitive world, identification and counseling such MGs is need of the hour. It is natural that Different types of persons, with different mentality exist in any organization. This article throws light on the effect of such MGs and how to over come the damage. Mr. Raghunandan with his wide knowledge as banker and trainer has evaluated various aspects. Very well done sir.
A short and well-written article. MG as pun is a brand-new idea! These MG-type of people are carbon di-oxide and carbon mono-oxide kind of people. Your article has breathed fresh oxygen into the minds of management. I give a thumbs up to your article, sir.