re: OT Managers: How do you hold your direct reports accountable?

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Two thoughts on leadership; - I am not always right, but I am always in charge. and - Ensure your actions are legal, moral, and ethical. Combine those two and you will succeed.

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I like this.

question?
what if your direct report to is a complete idiot and dumb as a box of hair? I'm in outside sales and I'm aware of a lack of product knowledge, follow through, lack of budgeting skills and awareness - It drives me nuts and the more I work with this person I loose respect and question my insanity daily. But, if you told me what I would be bringing home on a yearly basis I would have said shut and do your job - it still makes you question your common sense hoping that people will wake up.

For example not replying to emails and then insisting that a reply was sent to myself. I never got the damn email can you just resend the damn thing and stop blaming our IT dept. I have learned just to send the damn email without ever expecting a reply. freakin amazing. I could go on but whats the point and its my vacation.

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there are plenty of other people I can bring in who can.

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I wish this was the case for me. Good engineers are tough to find at the moment. Though crashing crude prices might help.

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I seem to struggle with this. My directs tell me what there plan is and commit to it, but when they can't follow through, I can't seem to figure out what I should do about it.

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Do their plans have a completion date? If they don't then give them one. If they miss it, then hold them accountable with some real consequences.

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what if your direct report to is a complete idiot and dumb as a box of hair?

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This is a very good question working in the public sector (in my instance, the military). You have people that are completely incompetent and yet cannot be fired (in the truest sense of the word).

In this example, play the long game (something I am horrible at doing - very impatient). Counsel, counsel, counsel and document, document, document. Establish your case for retaining or terminating the employee. It is nothing personal, just business. I use the following model (taught commonly in the miltary and very good in making these type of determinations);

- Does Know / Wants to Learn (Retain-Promote)
- Does Not Know / Wants to Learn (Retain-Train)
- Does Know / Does not Want to Learn (Counsel-Retain/Terminate)
- Does Not Know / Does not Want to Learn (Counsel-Terminate)

Bottom line, leadership is a collaborative effort. You have to make a determination (judgment call) as to whether the person truly wants to be a productive part of your team or not.

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The only problem is that I report to this person...

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My apologies, I misread the question.

I have (too often) worked for incompetent individuals. Quite frankly, the best you can do is insulate yourself and survive. Be that person that everyone counts on for their competencey. And (if the situation permits) you may have to move on.

I am the effective leader I am today because I learned a lot of what "not" to do from incompetent bosses.

you may set your own price.

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My apologies, I misread the question. I have (too often) worked for incompetent individuals. Quite frankly, the best you can do is insulate yourself and survive. Be that person that everyone counts on for their competencey. And (if the situation permits) you may have to move on. I am the effective leader I am today because I learned a lot of what "not" to do from incompetent bosses.

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No worries. We lost one of our area managers to a competitor - she was being hired as a regional vp. She called with guidance and my best answer was that you remember all the absolutely stupid stuff that mgr X does or did do - just do the opposite and you'll be fine.

I have over 13 years with company and would hate to start over and I really can't see any of my competitors stepping up to match my current salary/bonus packages. So I try to be the one that our group goes to for answers/guidance without trying to make our boss look stupid.