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|In: Business Ethics|Last Updated:

I once saw a bald eagle soaring over the lake where our cottage is nestled in the woods. It looked magnificent, and the experience was made even more awe inspiring when the eagle swooped down to …

Well, it swooped down to snag a fish some tourists had left to get its attention so as to snap a magnificent photo of a bald eagle dining on a fish that looked just as if the eagle had accomplished something.

As Ben Franklin pointed out to his colleagues when they were choosing a national bird, the bald eagle rarely does its own hunting. Mostly it either acts like a more attractive buzzard, enjoying a gourmet meal of carrion, or it waits until some lesser bird catches something and then chases the hunter away and enjoys the spoils of theft.

OLYMPUS DIGITAL CAMERAPoor Ben. In the middle of The Enlightenment, debating with exceptionally intelligent and well-read colleagues, his evidence and logic still lost out to the importance of an impressive image.

The Bald Eagle

In an organization, Bald Eagles are managers who takes credit for the work of their employees.

Now to be fair, good managers do deserve credit for their teams’ accomplishments. Well, not the accomplishments themselves, but for building a team capable of the accomplishments — arguably more important than the accomplishments themselves.

But that isn’t what Bald Eagles do. They (the managers, not the raptors) get in front of the team to take credit when the team gets something important done, while hiding behind the team and blaming it when something goes wrong.

Oh, and, like their emblematic avian, when even a very small bird attacks them or their team, they cower and fly away, leaving their teams to fend for themselves.

Root Cause: What causes a manager to become a Bald Eagle is something of a chicken-and-egg story.

Okay, eagle-and-egg, and yes, as everyone knows by now, the egg came first; dinosaurs had eggs. And dinosaurs are sometimes the root cause, as in the Bald Eagle manager reporting to a management dinosaur who doesn’t understand the difference between getting something done and building an organization that can get things done.

Sometimes, in a case of trans-species transformation, a Bald Eagle is a former Remora who got promoted — someone who rose from the ranks of individual contributor by stealing as much credit and sloughing as much blame as possible. As managers, Bald Eagles are no more competent at any of the eight tasks of leadership than they were as Remora-like individual contributors. And never having experienced the feeling of competence they aren’t likely to become competent at them.

But with more authority and power than a Remora, Bald Eagles don’t have to just ride along waiting for scraps. They can grab the credit away from those who actually deserve it, and they do … because they can, and don’t have anything else going for them.

Dealing with Bald Eagles: If you discover you have a Bald Eagle reporting to you, the solution is simple: Get rid of the feathery bugger, because why would you do anything else?

That’s the easy one. If you find you’re reporting to one, the solution isn’t all that complicated either.

First, get over it. In the past, for example, I’ve ghostwritten articles for managers higher up in the food chain who got credit for my brilliant (well, relatively speaking) insights. I concluded there was no reason for me to get all riled up about the situation: I was paid for the time I put into the appropriated opus, after all, so the only problem there was my lack of ego gratification.

And second, remember that before anything else, all organizations are built on webs of interpersonal relationships. When you’re producing something worthwhile that your own Bald Eagle manager might misappropriate, ask your personal internal network to review your work in progress.

Once you take this step, there’s no need for you to make a fuss if the Bald Eagle does claim credit, because there’s a pretty good chance the claim will come to the attention of one or more of your goombahs. When it does, they’ll spread the word.

And if they don’t, you still have the get-over-it option at your disposal. As long as  you were paid for your time and weren’t asked to mis-report your hours … sure, there’s the injustice of it all. But between getting credit for the results and getting paid for the results, personally, I’ll take getting paid every time.

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It appears the well-known story of Franklin debating the relative merits of the bald eagle and wild turkey with John Adams and Thomas Jefferson — the archetypical example of image trumping reality — is, in fact, apocryphal, an excellent (and ironic) example of how most of us, given a choice, will prefer a good story over what actually happened.

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And thanks to Paul Schaefer for suggesting and describing this week’s beast.

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|In: Career Management|Last Updated:

With 30,000 species of fish identified and catalogued, you’d think some of the more exotic might belong in our growing business bestiary. You’d be right. For example:

Remoras

Remoras have a suction cup on top of their heads. But they aren’t parasites. Just freeloaders. With the suction cup they attach themselves to a convenient predator — sharks are the best-known, but hardly the only ones.

Remora

Photo by Klaus Stiefel – all rights reserved

Remoras benefit twice from this arrangement: They get a free ride, and the free ride reliably takes them to a source of food: When sharks kill prey they aren’t tidy. They leave little bits of meat floating around, which the Remora is happy to snag.

The Remoras you have to deal with are like this. Neither energetic nor particularly competent, they ride along on team activities. They don’t produce much, but they don’t get in the way, either. Their specialty is being harmless. In return they get a share of credit for their team’s success.

The problem is that their teammates have to pick up the slack. If you’re part of a seven-person team with one Remora, the rest of you either have to work 15% harder, or you have to accept that your team will be about that much less productive than any non-Remora-afflicted teams you’re compared to.

What to do when a Remora suctions onto you?

What managers can (and can’t) do

Managers can do their best, assigning tasks, making sure “completion” has a tangible definition, and reviewing at least a sample of task results to make sure everyone is at least getting something identifiable done.

But this won’t tell you whether one is a Remora who relies too much on help from teammates, especially because you want to encourage team members to ask each other for help when they’re stuck. Beyond this you also want to assign some tasks as collaborations.

Also, leaders are responsible for team dynamics, and you don’t want a team where ratting each other out to the manager is a common solution, nor do you want to fall into the trap of adjudicating these disputes.

So in the end, Remoras are a team problem. As a team member, what can you do? You can:

  • Complain to your manager, who is, after all, supposed to make sure all members of the workforce are productive.

But in addition to the ratting-out issue, there’s a good chance your manager already knows about the Remora, but isn’t willing to deal with the problem because (1) documenting the Remora’s poor performance in ways HR will accept isn’t always as easy as it sounds; and (2) the Remora is an inoffensive soul and the manager doesn’t want the guilt associated with terminating someone who isn’t, in the end, a bad human being.

  • Accept some of the extra workload, leaving the rest to marginally poorer team performance, and don’t worry about it.

There’s a lot to be said for doing nothing. It’s a stress-free alternative. Here’s how to decide whether it’s the right choice: Make a list of the five biggest problems you face every day in doing your job. If the Remora doesn’t make the list, it’s time to shrug your shoulders and get on with it.

  • Help the Remora find something productive to do. Many Remoras aren’t what they are by choice. They just aren’t very good at what they’re supposed to do and don’t have much opportunity to do what they are at least semi-competent to take on.

Figure out some tasks they can do that would help out the team, and enlist friends on your team to figure out some more. There’s almost always something, even if it’s just taking and publishing all meeting notes, manually unit-testing user-interface code other team members produce, or taking care of bits and pieces of paperwork that’s even more annoying than having a Remora on the team.

  • Ignore. Just because someone asks you for help, that doesn’t mean you have to provide it. As the old saying goes, fool me once, shame on you. Fool me thirty-seven times, shame on me.

Something to keep in mind as you decide what to do about your workplace Remoras:

Sharks ignore them.

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Thanks to Ed Paquette, Paul Schaefer, and Myron Ware for suggesting and offering their descriptions of this gilly critter.

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