More than half the top administrators in place when Meria Carstarphen became St Paul Public Schools superintendent in 2006 have left. At the same time, the senior administration has expanded, fueling a 20 percent jump in salary costs for that group. To Carstarphen’s critics, these numbers reflect a bullying management style that has driven away valuable staff, combined with costly administrative reorganizations of questionable value. Carstraphen declined to comment for this story, but her defenders say the turnover is typical for an organization undergoing change… by Doug Belden, Pioneer Press, May 3, 2009
This story raises an interesting and challenging question,”Is she a bully, or just a bold leader?” Personally, I’ve followed Carstarphen’s leadership style from a distance. I’ve interfaced with several leaders inside the St Paul Public School system. I’ve attended school referendum meetings where Carstarphen was present. But who gets to decide the answer to this important question? The school board? The teacher’s union? Staff? Students? Public opinion? If an answer is important, what metrics should be utilized?
As I’ve studied leadership related silent problems inside organizations and written about them excessively on this blog and in my book, Without Warning, the answer to the question, “Is she a bully, or just a bold leader?” is really quite simple. They’re generally both - a bully and a bold leader! For instance I write in Without Warning,
You’re often caught in a mental tug of war deciding between, “This is what I like vs. this is what I dislike about this person.” While the lines may be distinct, they’re rarely conclusive. The “what I like” side of the equation frequently wins out, which means you compromise on numerous other fronts. This in essence becomes a problem that is visible, yet it is being avoided.
From my viewpoint, the bully and bold leader statements fit. In public, my experience supports that she is brilliant on every count. Charming. Outgoing. Engaging. Personal. Decisive. Her vision for a new future bold and proactive. But behind closed doors, stories referenced in the news article and listening to top lieutenants in the district also appear to be true. Words that describe this side include; brutal, forceful, demeaning, autocratic, toxic, intimidating and micromanager. And the mere fact that this story surfaces upon her departure is similar to many silent problems and without warning events.
While the Carstarphen story is newsworthy, it’s not unique. When I meet with clients, I often listen to similar stories with great regularity. Each story is unique, yet the same. The story goes something like, “I work for an individual that is brilliant, yet no one can stand to work for him/her. Moral is down and the work environment is toxic. However, they are brilliant.” Unfortunately,these stories commonly are not being resolved, but rather, only silenced and neglected. At least until the point where they reach a boiling point and it’s unleashed without warning. Yes, bullies can be bold leaders and vice versa. And they can create a huge challenge for an organization.
What to do?
First, it is the role of the board or other outside leadership entity to seek out the truth. This is achieved by going after the truth with a vengeance. For instance, what is the turnover rate? What is happening with customer satisfaction? Does a current 360 assessment exist? What are the rumors around the water cooler? Each of these and other data points will begin to quantify and qualify the problem, if one exists.
Second, if issues surface that are of a concern, attack them head-on. Show them the results that surfaced and put a performance improvement plan in place with clearly identified and measurable objectives. Hold them accountable. If they aren’t achieved, move to step three.
Third, if progress isn’t achieved, make the tough choice. Either accept the bully problem for what it is, and do nothing, thereby accepting the consequences that might result from it. Or, create a plan that deals with the problem, which often means developing a plan to move them out of the organization.
People problems tend to be highly contentious and at times, controversial. However, the data relating to toxic employees (including bully leaders) is conclusive, they’re costly. Under most scenarios, they need to be moved out of the organization or be placed in a position where their brilliance shines through, yet diminishes the toxic side of the equation. Top performing organizations are led by leaders that surround themselves with brilliant people. They’re difficult to find and easy to lose.
Go ahead, tell me your story.
Tags: bullies, Carstarphen, Leadership, silent problem, toxic work enviroment
