Managers and Deputies - a match made in heaven?

Tony Blair has revealed that he found Gordon Brown ‘maddening’ and a ‘strange guy’. As Chancellor, Mr Brown was in many ways a Deputy for Mr Blair.

Putting aside arguments relating to politics, this revelation does raise interesting questions about the Manager – Deputy relationship. Is it important that the two have aligned views on key areas? Must they get on well together? How should they deal with disagreements? Who will have the final word? What can Managers and Deputies outwith the political arena learn from their examples?

A Deputy is normally someone who will stand in for a Manager when they are out of the office, on holiday or simply working on something else. The role of a Deputy will vary in different businesses, but they will often be expected to back up and support the Manager. A good Manager/Deputy relationship can work wonders for a business. Where a working relationship brings out the best in each of them, it’s likely that both the individuals concerned and the business will thrive.

There are many famous duos that can be given as examples of successful Manager/Deputy type relationships. Batman and Robin, Captain Kirk and First Officer Spock, Poirot and Hastings are all well known. In the nonfiction arena, Margaret Thatcher was often heard to praise her Deputy – Willie Whitelaw – and famously said ‘every Prime Minister needs a Willie”.

So what makes a Manager/Deputy relationship successful? Where a Manager is a particularly strong character, the Deputy may need to accept a lower key role in order for the relationship to thrive. Recognising when to take a back seat may actually be a valued attribute, leading to a Manager to appreciate a Deputy who has the intuition to know when to step back. A deputy may need to accept that they are unlikely to be recognised in public for all of their work. After all, can you name the people that stand in for Alan Sugar, Duncan Bannatyne or Bill Gates when they are on holiday? A Deputy will often need to support the Manager even when they disagree. It’s often necessary to present a united front, and a Deputy will need to accept that the Managers views take precedence. This doesn’t mean a Deputy just sits back and accepts a bad decision, they should state their opinion and point out where a Manager may be going wrong. But the final decision normally rests with the Manager.

At the same time, a Manager will need to recognise that the Deputy will have their own agenda. There’s always a danger that the Deputy will try to upstage the Manager at some point, in order to further their career. For example, Blair has revealed that Brown threatened to instigate an internal Labour inquiry into cash for honours allegations unless proposed changes to pension’s policies were dropped. Gordon Brown has always been known as ambitious, and it was inevitable that at some point he would want the top job.

Key to managing this may be to ensure the Deputy is achieving some recognition for their work, and is able to identify a career path for themselves. Not all Deputies will go on to get the Managers job, and they should be clear about what they are trying to achieve. A Deputy may not necessarily want a promotion, but most will want to gain some career development opportunities.

The two must get on well to some degree. Even if they don’t enjoying socialising together, or even to discuss other interests, there must normally be a good working relationship. Tony Blair does admit that Gordon Brown was the best person for the job. Praising Gordon Brown for his political calculation and analytical skills, Tony Blair conceded that at the time, Brown was the best Chancellor for the country. David Blunkett (Former Home Secretary) has stated that “the two of them working together at their best were a phenomenal force for good”.

The ability to recognise the strengths and weaknesses of each, and a willingness to support or compensate for these will inevitably lead to increased productivity. Tony Blair has revealed his opinion that Gordon Brown lacked emotional intelligence but had excellent analytical skills. A good Manager would recognise this, and use good points to their advantage whilst ensuring they step in where skills are lacking.

It isn’t easy to list specific requirements of a good Manager/Deputy relationship. A lot will depend on the job to be carried out, and the nature of the personalities involved.