A study by researchers at the Hult International Business School in the U.K. has identified a certain type of self-promoter at work who doesn’t do much but manages to get ahead while dragging down the morale of others. The BBC’s Sean Coughlan reports:
You might have seen their strategically self-regarding emails or watched their self-inflating egos in work meetings.
But business school researchers have identified a type of employee who manages to look busy and successful, without actually doing anything useful.
The productivity study examined 28 UK workplaces and found staff who appeared to be “highly engaged”.
But on closer inspection they were found to be “self-promoters” whose lack of effort pushed down overall output.
The research, from the Ashridge at Hult International Business School, examined the engagement levels of teams of workers, across seven different employment sectors, such as health, government, transport and not-for-profits.
It found some very motivated workers – and some who were plainly disgruntled and disaffected.
I’m shocked, simply shocked.
No, just kidding. I’ve seen these folks in many professional workplaces. They are masters of their craft, that is, if we define “craft” as relentless self-touting, bloviating, credit-grabbing, and exaggerating — and not doing a lot of work to go with it.
Self-promoters in academe
This brand of self-promoter is especially prevalent in academic circles. Said individuals manage to devote the lion’s share of their energies to networking in and out of the building. In meetings they bray, posture, and pontificate ceaselessly (or so it seems to those of us who must listen to them). If scholarly output is part of their expected workload, then they do the minimal amount, while presenting themselves as learned intellectuals.
They often manage to talk and kiss their way up to promotions (with accompanying raises), and they’re very good at aggrandizing power within the institution. Some will bully those who are critical of them, and the more telling the criticism, the more virulent the bullying. They manage to be evaluated by a different, seemingly tailor-made set of rules, rather than being held accountable for the work they should be doing. In the meantime, others are watching and resentful toward what’s going on.
Management, values, and culture
In that sense, it once again comes down to management practices, institutional values, and organizational culture. This brand of self-promoter is enabled by the organization itself. By contrast, in workplaces that expect quality work and reward those who do it, there is no room for such an individual to flourish.