Job Discussion Forums

[basiltherat]

After reading this, i guess i feel really fortunate. My boss is not included in any of the categories below. What's your boss like ?
best
basil

Bad Bosses and How to Handle Them

By BARBARA MOSES

Globe & Mail May 6, 2002

He goes from strength to strength, even though everyone knows he has the spine of a jellyfish. He won't lobby for the resources you need, or stand up for you on critical issues. As a result, you are doing work below your own standards, but he doesn't seem to care -- so long as it gets done within the budget.

At the first sign of a conflict, he runs. He tolerates toxic behaviour from your co-workers and perhaps even encourages petty rivalries. He is a classic example of the weak manager, and a very bad boss.

Bad bosses -- whether jerks, bullies, or micro-managers -- have always been with us. Today, however, we're seeing more bad bosses than ever before. As a result of institutionalized leanness, overextended managers are both short-tempered and too busy or ill-trained to provide staff with the support they need. No one has as much power as a bad boss to unnerve you and wreak havoc on your sense of self-esteem. This is why it is commonly said that people don't quit jobs, they quit bosses.

What makes for a bad boss? Some are just plain nasty, but often, a bad boss is all in the eye of the beholder. One person's boss from hell may be another person's pinup. If you need regular direction, for example, you will be miserable with a hands-off, absentee manager, but if you have strong needs for autonomy you will flourish under the same regime.

Then again, the problem could be simply bad chemistry. She's an introvert and you're an extrovert. You like direction, she thinks you're "needy." You like to go home at six, she's a workaholic. So before you assume your boss is a complete jerk, ask yourself: Does she get along with others? Does she pick on everyone, or just you?

The key to getting on with a boss is to manage him by understanding his underlying motivations, which may be different than you think. Here are some common types of bad bosses, their motivations, and strategies for dealing with them. If you're a manager, look for yourself in these descriptions:

The weak manager

She won't stand up for you. She aggressively avoids taking risks. She's vague and her commitments have the sticking power of water.

But the underlying causes of her behaviour can vary. Often, she simply wants to be liked by everyone, and can't stand conflict. It's also possible she's too busy to understand when there is a problem, or too burned out to care. Frequently, such managers are reluctant to be managers at all, and would much rather be getting on with their own work as individuals.

They may also be ill-trained, and lacking management skills.

If you are dealing with a weak manager, identify the problem. For example, if your manager needs to be liked by everyone, avoid communications that suggest contentious or highly charged emotional issues. Where you can, solve conflicts yourself. If her problem is that she is spineless and refuses to take on any leadership role, talk to your boss's boss.

If your boss is too burned out to care or is a reluctant manager, work around her. Take the initiative to set out the parameters of the work. Give yourself the feedback you need. Pin your boss down by e-mail to a suggested meeting time.

Make her life easy by only talking to her about critical issues. If your boss is lacking management skills, tell her what you need from her to do your job. Then cover yourself by sending an e-mail.

The political manager

He has an unerring ability to know what will make him look good. He will go to bat for you only on issues that serve his political agenda. He's sneaky and plays favourites. He won't think twice about using you as a sacrificial lamb to support his own career goals.

Support his high need for recognition by making him look good on strategic projects. Focus your own efforts on "high-value" work. Be prepared to share the limelight, even if it kills you. Don't trust him to have your own interests at heart. Pitch him on work you want to do by emphasizing its profile and importance to senior management.

The black-and-white manager

He just doesn't get it -- either because he has the IQ of an eraser or he is as concrete as they come. He doesn't understand context, nuance, or high-level ideas.

If his problem is intellectual deficiency, indulge him like a misguided child. Better yet, ignore him if you can. But if the problem is one of cognitive style, shape your communications to his needs. If he is fact-oriented, don't waste your time painting compelling arguments based on ideas. Simply state the facts and provide information unembellished.

The obsessive micro-manager

She trusts you the way you'd trust a five-year-old behind the wheel of the car. No matter how much detail you give her, or how many times you do redo a piece of work, it's still not right. You're completely demotivated and have lost your sense of competence.

Why is she so untrusting? Is she anxious about failing to please her boss, or is she simply a control freak? If the problem is her own insecurity, anticipate issues that will make her anxious by reassuring her that you have covered all the bases. Say, for example, "in completing this I spoke to Jane Doe and took the following issues into account . . ." Write it down as well, as she may be too anxious to fully process what you are saying.

The invisible manager

You have no one to go to for direction. She doesn't have a clue about the volume or pace of your work. You're killing yourself, but no one notices or gives you feedback.

This manager shares many of the underlying motivations of the weak manager. She may be invisible because she's too busy, or is a reluctant or unskilled manager.

If she is pressed for time, do your homework before you meet with her to make the meeting as efficient as possible. Be strategic on issues where you need support. Give yourself direction and feedback by setting milestones and regularly evaluating your effectiveness against them. Thank yourself for a job well done. Establish a mechanism for getting direction, whether it be weekly or monthly meetings at an agreed time. Hold her to her commitment

The task master

He doesn't have a life, and doesn't expect you to either. You're drowning in work but he keeps heaping on more. His time-lines are ridiculous. Sometimes an extremely task-focused manager is simply shy or preoccupied, or so focused on getting the work done that he's not aware of the impact of his behaviour on the people around him. Is he aware of your work load?

If you've talked to him and he still doesn't get it, create your own standards for evaluating what is realistic and doable. Don't be apologetic about wanting time for a personal life. Work-life balance is your right, not a privilege. If your organization wants to "be an employer of choice" remind your boss of the incongruity between policy and behaviour.

The nasty manager

She's ruthless. She seems to take pleasure in watching you squirm. She has pets and you are not one of them.

Sometimes an apparently nasty boss is simply so task-focused that she is oblivious to how her behaviour makes you feel. Underneath a gruff exterior, as the saying goes, may be the heart of a pussycat. When you confront her, does she apologize, or get mad?

Regardless of what type of boss you have, your first line of defense is to speak to him, as he may not be aware of his behaviour. Don't make sweeping generalizations about his personality. Rather, talk to the specific behaviour in question and tell him how it makes you feel. You can soften your comments and avoid defensiveness by allowing your boss to save face. Introduce your statements with "You may not be aware . . ." or "You may not realize . . ." or "You may not intend . . ."

If none of these strategies work, you have two choices. If you have good personal reasons for staying in your job -- you love your work, you're learning a lot, you like the people you're working with -- you can hold your nose and ignore your boss as best you can. Or, you can quit: life is too short too deal with this kind of abuse.

[QatarChic]

wow!
So glad I don't have a boss like that. I too am lucky in that mine is very good...

[dmb]

Hmm, I wonder which category my teachers would place me?

[basiltherat]

dmb
as long as you insist that yud like some constructive and sincere feedback i see no reason why you cudnt ... ask.
best
basil

[Sara Avalon]

[valley_girl]

My boss is fabulous. To that end, it's a shame he is leaving us soon. Unfortunately, that is just the way that it is in this field. It's hard to stay in one place.

[Boy Wonder]

How's my boss?
Fine thankyou and in good health!

Tallish, English, youngish, organisedish and infinitely betterish than the last boss.

He also likes football and good looking women which can only be plus points.

[Jizzo T. Clown]

My boss talks to people like they're five years old but if you put her in her place when she deserves it, she'll see things your way. She does try very hard to be liked by everyone, but treating your subordinates like children is no way to go. She kind of fell in to her position, so we should be the ones giving her advice...

In short, the first to shift blame when something goes wrong, and the first to take credit when something goes right.

[Crab]

Your boss is "fabulous" Valley Girl? Aren't you lucky... Please tell us more. I need details!

[valley_girl]

Well, Crab, I'd love to share the details with you. However, "he" might just read my post and it could very well make his head swell, so I'd better not.

[Justin Trullinger]

If anybody who works for me is reading this, please respond. I'd really love to know.

Justin

[Sweetsee]

I don't really consider the principal at the school my boss but in the grand scheme of things I suppose he is. He became the principal the same year I started there full-time. Don't know anything about him but I do know that the principal who hired me was a former English teacher, spoke English well, was always very kind to me, told me to contact him anytime, occasionally asks my help with things pertaining to English courses he continues to teach in his retirement and told me how much of an annual pay raise I could expect. Sure wish he was still there!

Conversely, our present #1 is a kook. From what I have been able to gather from the general reaction and from specific comments from our staff, his communications to us our generally unintelligable. I often see him sleeping during staff meetings. I noticed that when there is a matter of urgency, for example meetings suddenly called during the school trip abroad, he is asked to give the final say and people are sort of rolling their eyes and then a lower ranking staff member will interject in order to finalize a decision. I know for a fact that upon returning from Canada last year he was in the Business Class cabin drunk and had spilled red wine all over his trousers and the flight attendants were forced to clean up for him, I know this because I spoke with the senior member of the crew and she said that all the J-men are extremely arrogant.

In my personal experience with this bumbler I have been deeply humiliated and subjected to completely unfair bollickings from him, to which I suppose I am to grovel. Yesterday after one such episode I was shocked and releived to hear my direct superior admit that he did not agree with the manner employed by this oaf. Nor did I grovel, I told them that I was sick and tired of his treatment of me and that if the insinuations they were making continued, it would be I who would be taking action, I did not appreciate being called into his office and berated on the basis of groundless accussations. In addition to his bringing up past fraccasses and abuse I suffered for which I was not responsible. I also told him that I did not appreciate it when during a meeting with others present he compared my Japanese language ability to a new member of staff, saying why I didn't speak as well as she.

Simply a case of the blind leading the blind in the halls of what is passed off as education in Japan, a very sad state of affairs indeed.


Enjoy yourselves,
s

[Justin Trullinger]

Does anybody know of a good "boss evaluation" form that I could download someplace?

Thanks,
Justin