Beware of Toadies

February 09, 2006

When I first began developing Expert Supervisor a few years ago, I started by making a list of all the employee behaviors I could think of that typically cause problems for managers. Then I met with a group of managers to get their feedback.

One of the topics on that original list was a problem behavior labelled, "Obsequious" (ob-see'-kwee-es). The managers' first reaction to this topic was one of bewilderment. "What does it mean?" they asked.

I explained that an obsequious employee is someone who constantly flatters others - especially the boss - in a deliberate attempt to gain favor. These individuals agree with everything you say, regardless of the issue. Eager to win your attention, they fall all over themselves trying to please you. This transparent behavior irritates their coworkers, who typically refer to them as toadies or suck-ups.

The group was quiet for a moment. A few of them snickered. Finally, one of the managers said out loud what everyone else was thinking. "What's wrong with that? Sounds like the perfect employee to me." (Laughter all around).

Why I Wasn't Laughing

"Obsequious" never made it to the list of problem behaviors in Expert Supervisor, but it probably should have. Why? Because, as a manager or supervisor, toadies pose a significant risk to you.

Sure, it's nice to find an employee willing to do whatever you ask, without ever arguing or complaining. And when they constantly praise you in front of others, well, it can really boost your ego.

Unfortunately, things aren't always as they seem and toadies present a perfect example. I learned this lesson the hard way. I had an employee once who told me frequently how much he enjoyed the job and how he liked working for me. Any time I asked him to do something, he would eagerly agree.

Interestingly, I noticed that he didn't always follow through on these assignments. I didn't pay a lot of attention to it at the time. I assumed that, either he didn't fully understand what I wanted or simply didn't know how to do it. After all, his enthusiasm seemed so sincere.

Later, I learned the truth.

While telling me to my face that everything was wonderful, this guy was secretly complaining to other employees behind my back. If he disagreed with an assignment, he would whisper to his coworkers that it was a stupid idea and that he wasn't going to do it.

Fortunately for me, this situation didn't last very long because the other employees filled me in on what was really going on and I quickly put a stop to it.

It was then, I realized how serious this problem really was. Not only did this employee refuse to complete assignments simply because he disagreed with them, he also undermined my authority as a manager, attempted to create dissension in the group, and interferred with the ability of other employees to get their work done, as well. And he did it all with a friendly smile.

How to Protect Yourself

There will always be people willing to flatter you in exchange for favorable treatment. As my experience illustrates, however, it's something you should try to avoid. So, what should you? Here are some tips.

1. Discourage this kind of behavior.

Let employees know you don't approve of insincere attempts to flatter you or gain favor over others.

2. Encourage employees to voice their honest opinions. Ask for their input on a regular basis.

Toadies tell you what they think you want to hear, instead of what they really think. This behavior robs you of honest feedback and tends to stifle creativity and fresh ideas that could help improve your effectiveness and productivity of the organization.

Reward people for providing feedback by thanking them, even when they disagree with you. Resist the temptation to argue or become defensive. You can say, for example, "Thank you for sharing your thoughts on the matter. I happen to see things differently, however, I still value your input."

Keep in mind that an employee who never disagrees with you on anything is someone who is not being honest with you.

3. Keep the lines of communication open.

Stay close to your employees. Talk with them frequently, one-on-one. Ask them about their work and how things are going. This provides plenty of opportunity for them to open up. If you have a dissenter in the group, this might be the only way you'll find out about it.

4. Deal firmly with toadies.

The underlying strategy for dealing with toadies is to let them know you're aware of their little game and that you don't approve of it. There are several ways you can do this.

• Don't acknowledge the flattery. When the toady begins heaping on the praise, simply ignore the comment, especially if it comes across as excessive or a bit too forced. This is one time when your silence will speak louder than words.
   
• Draw out objections or concerns. When issuing assignments to employees, ask if they have any concerns with what you've asked them to do. If the answer is no, here's a technique for determining whether or not they're being honest with you. Ask, "If you DID have any concerns, what would they be?" You'll be amazed at how well this question can draw out an otherwise reluctant employee.
   
• Warn toadies not to go around complaining to others behind your back. You can do this without betraying other employees who may have shared information with you in confidence. For example, "If you disagree I would prefer that you tell me about it, so we can discuss it." This statement keeps the toady guessing as to how much you really know, while also implying there will be consequences in the event of any further back-stabbing behavior.
   
• Let the employee know you'll be watching. After issuing an assignment, explain to the employee, "I'll be following up with you." Then make a note to remind yourself to do so.
   

Practice these strategies and you'll stay better informed, pick up new ideas, head-off any under-handed tactics by insincere toadies, and be more effective in the job.

Best regards,

Stephen Foster, Ph.D.
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.