Over the past few years I have worked with multiple teams, and with different managers. However distinct their styles of management are, I could not help but discern some common traits.

Fully cognizant that I might come out as contemptuous and that I am taking a dig at the managers, I wish to clarify that the intention is to present it in a lighter note. So, here they go.

Shrewd: Sly like a fox, they got to be one of the shrewdest species; they have mastered the art of ‘Getting Things Done’. When it comes to that, they leave no stone unturned, and try all the tricks up their sleeve. “This is a tremendous opportunity with a lot of visibility. Deliver this alright and you are on your way to stardom” they will motivate.

Politically Correct: They possess a marked inclination towards being politically correct than being correct. Afraid that it might be detrimental to the team spirit, they decide to play it safe. “It was a great show. Yet another example of a team effort.” Fair enough. But on the flip side, as it happened with one of my colleagues, it also comes about as a glaringly obvious slip on management’s part to condone his heroics. “Was it deliberate?” he wondered, naturally. Slowly, but surely it seeded the thought of seeking ‘greener pastures’. On the other hand, some managers overdo it – glorifying their picks.

Championing the cause of team spirit at the cost of demotivating its champions is a recipe for disaster. Paradoxically, bad managers are one of the prime reasons for attrition. Perhaps, they have long forgotten what they learnt from those management books - Maslow’s hierarchy of needs that puts ‘Self Actualization’ right on top.

Pretence: Again fearing that they might come out as autocratic, they would say, “I suggest you look into issue A before issue B. Anyway, I leave it up to your discretion”. Or do you remember them pardoning you “It is OK if you cannot attend the meeting. I thought you would learn a lot being there.”

Phew! That was cordial. Wasn’t it? However, in most cases, it means “Attend to issue A before issue B”. Commonly used phrases like “I suggest…” are actually a disguise, meant to sound affable. If you were to use your discretion and decide to do differently than ‘suggested’, your manager would be just happy to take note of it, informally. If you are sensitive enough, you will receive a lot of hints from them expressing their displeasure; if you aren’t, you might have to wait till the next feedback / appraisal session!

Carrots for the Bunnies: It is in the interest of managers that they retain people, and get the most out of them. Actually, that is what they are expected to! Time and again, they pull these carrots out, only to woo their people. Carrots can be in the form of retention bonus, ‘Best blah-blah’ award. “Why do you want to go elsewhere? You are in a most ideal position to realize your aspirations. You can lead a team of your own. That would help you grow as an architect.” they tell you. Bunny that you are, you will again give in. He just successfully retained you, without having to shell out retention bonus – full points to him; that would look good on his appraisal form.

'Working’ behind the scenes: Despite the deep-rooted faith in you that they express, there is always an element of doubt involved. Face it. It is habitual of them to verify whatever you opine with someone senior or someone who they trust more. It is humane; but, a more conspicuous feature among managers. More often than not, it happens behind the scenes, without your knowledge. Later when you would come to know of it, you feel let down with the level of trust the management has upon you.