As you may be all too aware, there are a lot of bad bosses out there. The incompetent or downright cruel manager is such an enduring cliché that portraying weak manager characteristics has become a recurring trope in TV and film. The fact that there was not only a 2011 film called Horrible Bosses but a sequel as well should speak volumes as to the staying power of depicting this all-too-familiar workplace nightmare.
There’s a good reason The Office is one of the highest-rated and most-loved sitcoms of all time: because so many people can relate to it. (That the TV series originated in the United Kingdom further reveals negative experiences with management to be a universal scourge.)
There are lots (lots!) of ways to be a bad manager. That being said, here’s a breakdown of three of the most toxic characteristics a boss can have—and how, with genuine effort and self-reflection, they can be overcome.
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Cowardice
Leading (Well) Isn’t Always Comfortable
Fewer “bad boss” characteristics have the capacity to paralyze a team more than a coward. This type of boss praises poor performance, avoids difficult issues, and buys loyalty by saying yes to any idea.
One executive we worked with was not-so-fondly referred to as “the waffle” because he was so easily swayed by anyone who walked into his office. While the nickname was cruel, it was the result of suffering on the other side. His inability to take a stand left his team members in a constant state of frustration, confused about what decisions were going to be made and why.
If this situation seems rare, it’s not. In our ten-year longitudinal study of more than 2,700 leaders, I found that more leaders avoided using their power than abusing it out of self-interest.
An astounding 60% of our participants struggled with the fact that people ascribed them more power than they believed they possessed, 57% found the decisions they were required to make in their roles more complicated and risky than they had expected, and 61% found that people wanted more of their time than they had available, but felt guilty saying no to them because they didn’t want to appear inaccessible.
“Do I need to be liked? Absolutely not. I like to be liked. I enjoy being liked. I have to be liked. But it’s not like this compulsive need like my need to be praised.”
– Michael Scott, The Office
If you recognize yourself in the weak manager characteristics above, congrats: you’ve taken an important first step to becoming a good manager. After recognizing that you have a problem, here are some things you can take to correct it:
- Learn to live with saying no. The fact of the matter is, in organizations (as in life) there are tradeoffs, some of which may be excruciating. You simply can’t do everything your followers would like. This means you’ll have to decline to pursue some of their suggestions or projects—and risk them being angry with you or even leaving. But in trying to please everyone, you’ll ultimately wind up pleasing no one.
- Give an explicit explanation of what you need. Many cowardly bosses love to hedge or talk in general terms so that they’ll have plausible deniability if things ever go wrong. This is simply a way to avoid being accountable. You’re the boss—it’s time to own it. So instead of, well, waffling, try telling your reports exactly what you expect from them. Given clear expectations, they will perform much better, and be under less stress.
- Create a work environment receptive to (respectful) disagreement. Many cowardly bosses are worried that they may not be perceived as “nice” if they allow or engage in conflict or criticism. In reality, the opposite is true: being wishy-washy and fake for the sake of comity is a surefire way to make employees feel frustrated and ensure that bad ideas are never challenged. Realize that there’s a huge difference between productive dissent and toxic hostility.
Passive-Aggression
Sharp Lips Sink Organizational Ships
Passive-aggression is one of those slippery terms that can mean different things to different people. For our purposes, though, it’s one of the traits of a bad boss who’s verbally manipulative: someone who makes snide or undermining comments is overly critical or dismissive or turns every molehill into a mountain.
This manager behavior may not necessarily be intentional; there’s a decent chance it’s “just their personality.” But that doesn’t make it okay and it’s one of the signs of a bad manager.
Passive-aggressive managers frequently limit access to needed information or are excessively controlling. Others may pit employees against one another, give them the cold shoulder when they disappoint, or be chronically indecisive. Reporting to such a leader can take a costly toll on employees, both on and off the job, and be damaging to employee morale
So if you think this might be describing you, here are three steps you can take to help yourself and your long-suffering (and probably poor-performing) staff.
- Think before you speak. Checking to make sure you’re speaking in a respectful, non-undermining way to your employees doesn’t make you inauthentic—it makes you a mature leader. This may mean cutting back on your “jokes” and more opinionated language, but rest assured they won’t be missed by most.
- Be direct. One of the biggest problems with passive-aggressive leaders is that they keep their employees guessing. Either their feedback is critical and suggestive, or it’s nonexistent. As you probably expect, getting things done is a challenge under such a negative management style. By clearly and respectfully telling employees regularly what you want from them, you will significantly cut down on confusion and ill will.
- Be okay with being wrong. Passive aggression is often the result of insecurity or fear. If you find yourself having to be right at all costs—or, even worse, having to appear to be right—ask yourself why that is. Chances are it’s to protect your ego, or maybe you’re terrified that admitting failure will mean your job. But is such a defensive position helping your organization be the best it can be? (That’s a rhetorical question.)
Being a Poor Motivator
Expressing Genuine Gratitude > Saying Motivational Phrases
No amount of motivational art can compensate for a boss who doesn’t really mean it. When leaders look like they’re just applying some “motivational technique” they read about, people see right through the superficial, obligatory effort. Team members know this is one of the shiniest choices in the large, overstuffed box of poor management traits. It looks like they are checking off the “I motivated someone today” box. Motivation is not something you do to people.
People ultimately choose to be motivated—when to give their best, go the extra mile, and offer radical ideas. The only thing leaders can do is shape the conditions under which others do, or don’t, choose to be motivated. But the final choice is theirs.
Call-out/Tip
Your employees don’t expect you to be perfect—far from it. But they will respect someone who they think is trying hard to be a better manager (and person) much more than someone who thinks they have no need to improve further.
Here are three tips for becoming a more authentic motivator:
- Ask for the story. Drive-by praise can feel automatic and insincere. By asking for, and listening intently to, the story behind an accomplishment, you acknowledge that the contribution is an extension of its contributor and help them feel that they, and their work, really matter.
- Contextualize gratitude. Many employees, especially lower-level ones, have a hard time understanding how their contributions help the company. When you offer praise for a job well done, also take the time to explain how it’s helped the company meet its goals.
- Acknowledge the cost. Whether an employee sacrificed time with family, took on the emotional toll of doing something new, or bore the political risks of a highly visible project, let them know that you deeply appreciate their effort. Acknowledging their challenges makes your gratitude more credible, and makes it safer for them to be honest with you in the future when facing difficulties.
Now That You Know What Makes a Bad Manager…Here’s What You Can Do About It
Tackle these trademark characteristics of a bad manager, and you’ll be on your way to a happier, more productive team and becoming a great manager. Whether it comes naturally or has to be learned, good bosses are like gold to employee morale—and, more often than not, a company’s success.