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How Not to Manage in New Reality

My Company interview with TES

Karina Obara / Polska The Times talks with Krzysztof Tarka / Tarka Executive’s about historical and current Success Patterns, which we should teach children, youths and ourselves - in place of analyzing and pondering the sources of failure.

PB Talks to Tarka Executive’s

Thirty-year-olds are often not prepared to manage people in organizations.

Cooperation or the iron fist? Coaching management styles described in best-selling books seem to be a mere theory. In Polish reality the chief executive is the star, conversation with Krzysztof Tarka, Managing Partner at Tarka Executive’s.

Nowadays, international companies present in Poland choose not to employ strategic managers. They prefer those who will perform the operational tasks assigned by the foreign headquarters. According to PULS BIZNESU ("Business Pulse"), leading business paper in Poland, the number of unemployed upper-level managers on the market is increasing. In addition, those are the people who have previously achieved carrier success. Why are they still out of their jobs?

Krzysztof Tarka, Executive, in interview with Dorota Czerwińska of PULS BIZNESU on Polish management in crisis.

The fragment of the article that appeared in the addition “My Career” of the Polish daily “Rzeczpospolita”. It described our labour market after bursting of the “dot.com bubble” and deriving from it station of the enterprises. Maybe some of those ideas are still relevant?

Even though number of employment offers for directors and executives is increasing, the number of former directors who have lost the game for high posts is also increasing.
- Among my colleagues, who used to be key figures or worked in boards in the past decade, nowadays maybe one in ten still has a good company position. After the period of ineffective job search, others have opened their own companies. The alternative is business non-existence, said Krzysztof Tarka, partner in the consulting company Executive.

To a large extent, Emotional Intelligence is promoting “political” behaviors, which help in careers of individuals rather than ensure success of the organizations. Success of the individuals does not mean an automatic career of the group or the company. It is advisable that leaders or managers on the highest and higher levels posses emotional competencies, such as awareness of one’s emotions, understanding of the organizational policy or ability to form coalitions. However, those are behaviors connected with political functioning in organization and do not have to lead to better functioning of the company.

Considering the budget for trainings or personnel development, I advise to move the funds not vertically (top-bottom) but rather horizontally (weak-effective). I consider that the money for training should be assigned to the best employees. If somebody does not produce good results, it does not pay off to invest in the given individual.  Numerous companies automatically try to “fix holes” of competencies. The focus on the employees’ deficient skills. In my opinion it provides little benefit for the companies and their owners. Money should be directed for talents and their further development.

Charismatic leadership is a universal notion defining relation based on a kind of charming of the subordinate society through dominating subject. Equally eagerly this concept is applied in political actions (Guilliani), organization psychology (Boyatzis), history of nations (Bullock), or business reality (Collins). John Paul II, Alexander the Great, Hitler, Gandhi, Julius Cesar. Vision of an admired leader, passion for actions and people charmed by it. A lot of people. A few too many charmed.