1. Business
sense
By Jeff Jones
Business Editor
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In a variety of styles and
sizes for harnesses or tack
Jack Bauer was
a guy who did it his way, usually on his
own and with a resolved determination to
reach the conclusion he felt was best. If
you have seen or heard about the TV show,
24, you are familiar with what I am talking
about.
Bauer, played by Keifer Sutherland, is
a government agent working in a special
counter-terrorism unit who gets answers
when no one else gets answers, finds
people no one else can find and eliminates
all the bad guys who don’t come along
peacefully. He does it working alone, trust-
ing very few and strong-arming everyone
he needs to in order to get the results he
wants. I have worked with several people
who are similar to Jack Bauer; people who
think that their way is the only way and
that they can do it better than everyone
else.
The ego-driven manager is all about
keeping the spotlight on him. This manag-
er wants the attention focused on himself
and doesn’t want to share or give credit
to anyone else. This manager typically
Jack Bauer Management
thinks they got where they are on their
own merit and, while this might be true
at times, doesn’t think anyone else they
have worked for brings as much value as
they do. This manager will often complain
to their staff about doing little to help the
business while giving their staff little, if
any, opportunity to help out. Instead, this
manager wants to issue edicts for what
their staff must do which is often the worst
tasks while the manager takes on the high-
er profile projects. They will do whatever
they can to keep the attention and focus on
themselves over their staff.
The fear-driven manager is often para-
lyzed by worry of doing something wrong
and will keep tasks for themselves because
they don’t trust their people to perform
adequately. They come to work more wor-
ried about making a wrong decision than
making the right decision and do as little
as possible thinking they will not get in
trouble for something they don’t do. The
fear-driven manager teaches their employ-
ees that the best way to keep their job is
to follow the rules and keep their heads
down. They don’t see getting ahead as a
result of taking risks and making decisions
instead working in an environment where
they hope they are simply holding their
ground. The employees who leave are
frustrated by being held back from trying
anything new while the employees that
stay have usually figured out they can ma-
nipulate the manager because of his fear.
The ignorance-driven manager is
one who just doesn’t know any better.
There examples were ignorant of how
to train and motivate people, instead
often only knowing a dictatorial style of
management that has them preaching
a philosophy of “it’s better to be seen
than heard.” They think that doing it all
yourself is simply how a manager proves
his worth and why he is in that position.
This person has been hampered by the
people around them who don’t have the
ability, patience or desire to learn how to
delegate and share even the most basic
of tasks.
There are other personalities that
could be explored but these are three of
the most common issues you will find
with entrepreneurs and managers and,
while they complain about the lack of
help they receive, they do little to men-
tor and prepare their staff to make more
decisions and facilitate leadership growth
within the resources they already have
available to them. It’s sad and these
types of leadership often run their course
and they are over fairly quickly.
Over the years, I have categorized these people into three types
of “managers”, ego-driven, fear-driven and ignorance-driven.
Jeff jones.indd 3Jeff jones.indd 3 5/26/2010 2:23:11 PM5/26/2010 2:23:11 PM