While the dictionaries openly disagree on the definition of ‘decision’ and ‘decide’, (Note below) they are more subtle in their disagreement over the definition of the word ‘manager’. Here they simply ignore each other and compete to list the different types of manager that exist, making sure that no one dictionary copies another. Each dictionary […]

Aphonic acknowledgement Subordinates have to learn on their own that they can make decisions that should be made by their boss when he or she is a no-decision manager. It is never taught in business school. I call this situation, aphonic acknowledgement. Once they have decided to make the decisions of their boss, they have […]

Most subordinates working for a no-decision manager either resign or go into one of three negative working relationships with their no-decision boss: ‘fundamental frustration’, ‘reticent resignation’ or ‘constant conflict,’ as described in previous articles. A few, however, make a conscious decision to leave negative emotions behind, and to work positively with their no-decision manager, accepting […]

Subordinates go through two phases when they first start working with a no-decision manager, never having worked with one before. Encountering a no-decision boss will be a pleasant one. They are generally friendly, approachable and invariably intelligent. This feeling of contentment continues until the first series of decisions needs to be made. Discovery The moment […]

While no-decision managers never make decisions themselves, they are always on the lookout for someone else to take decisions for them. This is one of the most sophisticated tactics they use to avoid decision-making, which I call ‘deviated delegation’ with its four different variations. The first principle no-decision managers adopt deviating delegation is NEVER to […]