How to Coach Yourself and Others Essential Knowledge For Coaching | Page 515

If you are always right then others are always wrong and the post-hoc
manager often bemoans how they are surrounded by fools. Yet this also
makes the manager feel clever and superior, and they seldom seek to
employ people who are better than them. This sometimes does happen
by accident when a good person slips through the mediocre net, but the
frustrations caused by post-hoc management often means that the best
people quickly understand the problem and move on as soon as
possible.
Critical benefits
The post-hoc manager also benefits from the 'critic effect', whereby
people who criticize are seen as being more intelligent that those who
propose creative solutions. The manager may be creative too, but does
it in a way that protects them from blame. For example they may make
various interesting suggestions as to what should be done, which puts
the other person in the double bind that if they do not follow the
manager's suggestions then, if things go less than perfectly the manager
will blame them for not taking up the idea. If they implement the idea
and it works then the manager can take most of the credit, whilst if it
fails then the manager can blame them for a poor implementation or say
'It was only an idea, effectively suggesting that you are incapable of
developing your own ideas.'
Whilst not an official management theory, Post-hoc management is
sadly an all-too-frequent reality. It reflects the human condition and the
need for control, safety and status that often take priority over values
that require integrity and concern for others.

Micromanagement
There is a style of management with which many are familiar and which
has acquired the name 'micromanagement'. The manager in question
acts as if the subordinate is incapable of doing the job, giving close
instruction and checking everything the person does. They seldom

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