How to spot unsuccessful executives.

• Author: Imberman, Woodruff

They treat subordinates unfairly, don't listen, discuss problems endlessly without acting, fail to grasp the big picture, and mismanage time.

Every Bookstore is full of volumes describing what makes an effective executive. Daily newspapers carry syndicated columns written by gurus who depict the methods and behavior of successful CEOs. Major magazines such as Fortune and Time regularly publish feature articles on various "shining lights" in the business world.

Few publications, however, care to depict the behavior of unsuccessful executives, which usually manifests itself in disregarding subordinates, inability to listen, failing to see the big picture, and talking rather than doing.

Disregarding subordinates. The unsuccessful manager almost always is conscious of the need to pander to superiors. While he rushes to meet their whims, just as often he disregards the need to be considerate of subordinates. He orders things to be done, rather than motivating anyone to do them. ("Increase productivity! Improve quality! Get the lead out! Group machines into cells for synchronous production! Don't give me excuses! Do it!")

When such executives do deal with subordinates, their attitude tends to be full of artificial cordialities. The sole purpose is to manipulate. When they say "no," they usually give no reason. They engender no loyalty among their staff. They really do not believe their success is related to that of subordinates.

The ABC Apparel Manufacturing Co. had 1,200 workers in several plants. A project leader with some status in the parent company was promoted to plant manager in an outlying factory where girls' dresses and casual wear were produced for Wal-Mart, Kmart, Ames, etc. Upon assuming his new job, he decided to impress by concentrating on cutting costs that affected the price of producing garments.

Previously, overtime was voluntary. Since there was nothing in the union contract on the subject, the new plant manager unilaterally posted a notice that employees must work overtime when ordered by management, and proceeded to enforce the rule. Most plant employees were women with family obligations. Soon, four were disciplined for refusing overtime. Grievances were filed. In the meantime, productivity in the plant declined. This led to a query from headquarters.

The "call out" problem was handled similarly. A maintenance employee called to work outside his regular scheduled hours was paid a minimum of four hours regular pay or one-and-one-half times his regular rate for time worked, whichever was greater. When the...