Many bad bosses and leaders make assumptions, interpret things incorrectly, and behave in a way that is unproductive and, at times, risky to you and them. For those of you who manage a staff, below might serve as a “what not to do” checklist. If you are supervised by someone who is less than a stellar manager, this may give you some insight into what is going on and how to change the course.
Bad Bosses
Make assumptions: This can be about your intelligence, work ethic, motivation, even your personal life. They are generally incorrect because it is not based on fact. There is no data because no one has tested the hypothesis or had the conversation — they just assume. What you can do: A certain level of transparency can be very valuable. I am not suggesting baring your soul but making it clear who you are, and what you aspire to, can go a long way. You’d be amazed how many people fail to do this.
Confuse wrong with different: Just because you approach a problem differently, come from another angle, or just plain don’t agree, does not mean you are wrong. Many people are challenged to see and accept this. An ideal manager welcomes a variety of perspectives and is never wedded to one way of doing things. What you can do: When presenting an idea or process that differs from you supervisor’s, emphasize what your approaches have in common. Then, demonstrate how your take will either reduce risk, make more money or save money, advance an idea, or bring prestige to the group. Sell your way without implying theirs is “wrong.” It builds trust and confidence in the receiver, and makes the next time easier.
Fail to focus on career development: Things needs to get done (there’s plenty to do) and it must get done now. It’s about the work, the tasks, not about the person behind it or anyone’s career development. This limited thinking is bad for you and your boss. Does the primary focus need to be on the work? Of course. But, if everyone isn’t thinking and planning for next steps, they are short-changing the entire group. What you can do: Schedule a time and place for this career discussion. Ask for advice and your supervisor’s perspective — narrow and broad; long and short-term. Present a hypothetical (“If you were to be promoted to another division, would that mean a new opportunity for me?”) and see what answer you receive. Suggest you meet on a monthly or quarterly basis to discuss the topic.
Focus on the negative: There are naturally pessimistic people. There are auditing types. Too many managers are both. Whether it is an issue of control, their own life experience, a belief that if you are too positive people will take advantage of you, or something else, they pollute the workplace. What you can do: Be aware that negativity can be contagious. Catch yourself thinking or acting like the grim reaper you work for. Particularly monitor your language and body language. Are you starting sentences with “no”? Do you use the word “but” more than “and”? Are you crossing your arms, standing with your hands on your hips, or looking generally miserable? On the other hand, do you feel compelled to be jolly even though things aren’t? It reads false, because it is. Own the idea that you can influence the behavior of others but you can’t always change it. Where is your boss on this spectrum?
You may have a bad boss; you may have experienced many bad bosses or supervisors. It doesn’t mean you can’t manage them. By knowing that assumptions, negativity, and a lack of career development focus are present, you can identify the issues, begin actions, and take charge.
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