Business Follow

For two-and-a-half years I have been a senior manager in a small, not-for-profit organisation. Just before I joined, an MD was appointed with a brief to stem ongoing losses and provide new leadership. The senior staff team gave full support and accepted the bumpy start as inevitable. It soon became apparent, however, that he lacks management skills, does not understand basic financial principles and does not know how to deal with increased losses. He repeats mistakes, wastes money, does not listen to advice or suggestions from senior management, dismisses customer complaints, ignores many creative suggestions for producing income, does not give staff clear directions and cannot delegate. He fails to respond to requests for decisions and information, making it impossible for senior staff to do their jobs properly.