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The Pitfalls of being a Machiavellian Manager/Leader

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I’m sure by now we are already attaching names to the pictures, but hold on,
its not this simple to simply categorize or d...

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Which one and why?

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Machiavellian Concepts
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The Pitfalls of being a Machiavellian Manager/Leader

Machiavellianism is a personality trait that denotes cunningness, the ability to be manipulative, and a drive to use whatever means necessary to gain power. Machiavellianism is one of the traits that forms the Dark Triad, along with narcissism and psychopathy.
Are you that kind of Manager/Leader or do you know someone who is, and you need coping mechanisms to guide you.
Guest: Shanta Maharaj-Singh

Machiavellianism is a personality trait that denotes cunningness, the ability to be manipulative, and a drive to use whatever means necessary to gain power. Machiavellianism is one of the traits that forms the Dark Triad, along with narcissism and psychopathy.
Are you that kind of Manager/Leader or do you know someone who is, and you need coping mechanisms to guide you.
Guest: Shanta Maharaj-Singh

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The Pitfalls of being a Machiavellian Manager/Leader

  1. 1. I’m sure by now we are already attaching names to the pictures, but hold on, its not this simple to simply categorize or diagnose, that takes many years of study and unless you are a professional in the field, lets look at this as nothing but an outline of information.
  2. 2. Pause sip and take this in
  3. 3. Can you identify with any of the characters in this sketch? Which one and why?
  4. 4. The pitfalls of being a Machiavellian manager ■ We have all been forced to follow a Machiavellian leader; most of us just never realized what we were experiencing and certainly never knew how to deal with them. ■ Can be found in every organization from the lowest level supervisor up ■ How one responds to the leader or situation may predict success or failure.
  5. 5. A common diagram taking the wellbeing of all into account and looking at the point of self actualization as the goal However if the ones that are below are not met, then no progress can be made.
  6. 6. Machiavellians -are without ethical and moral conviction - believe that they can get whatever they want through manipulation and self-service malevolence. - often use a host of manipulative tools to control the organization, including fear, retaliation and embarrassment - with rank, also have narcissistic tendencies and cannot accept failure, errors or lack of respect. - will build an environment around themselves to support ruthless desire for success so that strategies like deception, manipulation or intimation become second nature to achieve their illusion. Is it starting to sound eerily familiar?
  7. 7. Will control the organizational hierarchy by continually seeking and assimilating power, - taking responsibility for successes while blaming others for failures to feed an ever-expanding psychological need for power, adoration and superiority. - arrogance and irrational decisions lead to situations from which they cannot recover, and the organization becomes sick. - toxicity that even one manager with a Machiavellian mindset can spread is daunting. The eventuality of the ultimate demise of the organization can be seen early by - talent leaving, - ethical lapses, - financial decisions, - and eventually a leadership reset.
  8. 8. There are ways to contribute to a solution to avoid dragging the organization and its people through the toxic swamp. Open discussion does not mean superseding the authority of the supervisor or manager Invite the perpetrator to lunch and see what happens. Make it cordial and not a whine and dine. However if the person gets upset or retaliates in a passive/aggressive manner, there is a big problem.
  9. 9. We all see the world from different perspectives, and it is essential to adopt a way for you to have a professional conversation with another person when there is conflict. There are many ways to have difficult conversations, but the most straightforward is by using the OIC model (Observe, Interpret, Confirm). First, share your observation (“I observed you taking a watch from the clerks desk.”). The actual act Next, share how the action was interpreted (“It appeared that you were stealing the watch.”).How you understood the act Finally, confirm that view with the other person (“Is that what you were doing?”).
  10. 10. In a healthy, adult environment, the other person will appreciate the opportunity to clarify the issue, (“I can see how that may have looked, but the clerk asked that I deliver it to his wife in the family room.”). Note the emphasis is on a healthy organization. The unhealthy organization, commonly ruled by a Machiavellian leader, will rely on rumor, innuendo and other damaging forms of avoidance instead of addressing the person or issue.
  11. 11. - With the Machiavellian leader, you need to engage him or her with a respectful and honest conversation. - Share your perspective on the situation and do it in a way to not assign blame. - Using the OIC model, share as many details as possible. - Use facts, not opinion, and avoid referencing rumors. - Machiavellian leaders thrive on opportunities to exercise power and fear, but do not appreciate ever being challenged with facts. - If you avoid even the simplest dialog with the leadership, you are guaranteeing that the dysfunction will continue. -Remember silence is concurrence.
  12. 12. You cannot assume that a Machiavellian leader will suddenly wake up and realize the error of their ways. It hardly ever works that way. If the person defers responsibility to other teams, regresses to retaliation or personal attacks, or if he or she is indifferent, then there may be no hope.
  13. 13. - Of most importance, keep yourself in check and avoid the trap of virulent engagement. - The more you can maintain your focus on the organization’s goals, the less likely you are to buy into the winner versus loser reasoning often found with Machiavellian leaders. - Personal integrity and character must be the foundation for the outcome you are trying to achieve. - Regardless of the outcome, maintain the adherence to a standard that supports collaboration and open communication, not retaliation.
  14. 14. Lastly, take care of your mental and physical health. Machiavellian leadership can damage your emotional and physical health You have to be able to own your actions, release what you have no control of, and possibly make a deliberate move if you can. If the situation does not resolve or gets worse, seek the advice of a human resources professional, mentor and a mental health professional. IT’S OK NOT TO BE OK
  15. 15. Final thoughts Often speaking truth to power must occur to drive change, though rebuilding the relationships take an incredible amount of stamina and courage.
  16. 16. 0724948627 shantaandroid@gmail.co m You tube https://www.youtube.com/channel/UCxTSAkjVGboIBv YW1ismSRw Linkedi n https://www.linkedin.com/in/shanta-maharaj-singh- a3031466/ Facebo ok https://www.facebook.com/Successful-Mindset- Strategies-1923505651068587 Instagr am https://www.instagram.com/successfulmindsetstrategies/

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