Yes, I’ve certainly known of managers in my career like Mary. Some with even more severe behaviors! One in particular was in charge of a multi-million dollar enterprise software project. It would be a perfect case study in how a leader’s behavior can impact the bottom line.

People working on the project stopped telling him anything because he was never satisfied and continually wanted his way. When he found out what was going on through other means, he would rant and rave and demand that everything be changed to his liking. The experts on the project never got a chance to use their expertise, leaving so much potential on the table.

And – perhaps no surprise here – the project costs doubled, the timeline continually stretched, and eventually the whole project ended up getting scrapped. Aside from the human costs in self-esteeem and engagement, that manager cost the company several millions of dollars on the software project alone.

I have no doubt that had their been different behavior exhibited by the project leader, in keeping with what you and I believe in (with a concern and care for the employees; a willingness to trust their judgment; and a “letting go” of having all the answers) the project would have been completed on time and within the budget.