Aiden’s comment reminded me. I, too, agree with all points how destructive and harmful monster managers are to the organisation and its culture.
But, funny as it may sound, they also bring a kind of value to the organization. They pose a problem and a learning experience to their (c-suite) managers, and raise the value and respect to good managers, the least. Not to applaud them, but they contribute to collective awareness.
What I wanted to say (also in my comment, mentioned above) is that pointing fingers and firing people seems like the easiest solution, but it tends to backfire, sooner or later.
Theoretically, firing monster managers represent avoiding not solving the problem; just making it go away. No problem just goes away, and sooner or later, another one will come.
I welcome you to check my article on the Toolbelt perspective. I believe it’s a really good one (perspective, not the article😊).
I’ve had my fair share of experience with monster managers (later, with one of my last companies, I also played a role in C-Suite). What I learned in the process, was how to handle them efficiently (as an employee, not as a C-suite).
Some of them ‘ate from my hand’ and I was the one to go to when someone needed to put their message through to those managers.
What I see as important, is that we learn to take the responsibility to what happens to us and try to change that, instead of relying on others. Avoiding problems, one way or another, is not a beneficial solution.
