Is it ever effective to pretend to be angry in front of your team?
I'm responsible for a sales team of 5 directs. Each direct also has ongoing project work for up to 3 other project managers at any one time.
I do 30 minute one-on-ones with each direct every week to talk about performance, targets, expectations, what they need from me, and so on.
One of the key metrics I use to keep track of each direct's performance is the number of new leads they generate each month. Each direct agrees to a certain number at the beginning of the month and performance against this metric is made obvious in a monthly team meeting at the end of the month, which my boss attends.
In addition we have weekly team meetings to discuss progress as a team.
My normal communication style is high C with a bit of D. My boss, who used to do my current job, is very much a high I. My directs are respectively: high D; high D/I; high S; high C; high I/S.
When my boss comes along to the weekly or monthly meetings and sees some of my directs under-performing he tells me things like 'I don't look angry enough...people respond better when they're a little bit scared about reporting poor performance...you mustn't let them see you as a pushover...', and so on.
Behaving 'angrily' (raising my voice, gesticulating broadly, addressing people directly and maintaining eye contact, asking pointed questions using 'why' rather than 'how', etc.) does not come naturally to me, being a high C. But my boss keeps saying I need to be angrier with my team.
So my question is, is 'acting angry' the sort of behaviour that is ever effective in front of a group?
Many thanks in advance for your advice.
Avoid it
I would avoid trying to fake anger. You should however be comfortable using words that make it clear that the results are not acceptable and that they need to do better. The message will naturally lend itself to a firm tone, which although is not "angry" is still appropriate.
You might consider adding words like "we will discuss this more in our next One on One". This sets the stage for you to talk with your boss off line and let them know that you prefer to "strike fear into their hearts" in the O3s.
Accept your bosses suggestion and agree as best as you can without being dishonest. You boss clearly is comfortable with managing by fear, so any attempt to explain how your relationship-based style is better will fall on deaf ears. Overtime, stress your team's results and your boss will stop bringing it up.
Hope that helps,
Mike
Performance matters
Set goals. Monitor them. Weekly one on ones.
If people can't hit those goals, make sure they have the skills to do so. Coaching and feedback.
If they still can't hit the goals, they need to seek employment elsewhere. Late stage coaching.
If you do this, you won't need to get angry.
Let your boss know.
John Hack
and remember...
you don't know what is deep in the background of your team.
Were they abused as children? As a spouse?
Anger opens up a big can of wormy psychological baggage. (how's that for a mixed metaphor? ;)
John and Mike are right--you don't need to pretend, just follow the MT method and be professional.