Do you remember a book written in the 1970s titled Boss is a four-letter word? Today we do not formally call anyone “boss” as the term conveys a negative image or stereotype. While organizations have substituted new terms such as senior leaders, coaches, mentors, managers, and team leaders, employees everywhere know that “bosses” still exist…and they can be trouble!

A 2001 study involving some 20,000 exit interviews found that the number one reason people leave jobs is “poor supervisory behaviour”. In other words, bad bosses. In these days of empowerment, human rights, open communication, and value building, why are there still so many bad bosses out there?

Lynne McClure, author of Risky Business, believes that if a company has toxic managers, it’s because the culture enables it – knowingly or unknowingly – through plain old apathy. One measurement of this type of culture is high turnover. Employees choosing between ‘fight or flight’ often run out the door. They prefer not to complain or speak up about some of these rotten apples for fear of losing a job.

Although the seventies are long gone, bad bosses are not. No, they have not gone the way of the dinosaur – they are still out there – yelling at their assistants, throwing files, taking credit for your brilliant ideas, or spending excessive time and money entertaining or on the golf course when they should be at work. They have the power to ruin or build your career. They can make or break your day.

What do they look like? How can we recognize them and most importantly, how can we manage them? In my experience, I would classify bad bosses into six categories. Certainly there are many combinations and descriptions and variations upon a theme, but most bad bosses can be described and categorized into these six broad types.

Six Types of Trouble

The BULLY – This boss is the most identifiable of the group. The voice you hear is often abrupt and there is no denying that all decisions must stop at this desk. Control is highly important and manners often vanish under any pressure. Some extreme bullies create toxic workplaces through their intimidating behaviours and blunt directives. This type, in its extreme, can be venomous, difficult, and intentionally destructive. In a milder form, they are not intentionally harmful but display difficult behaviour, aggressive communication, and bad manners.

The LONER – Perhaps this type is burned out or just doesn’t care, but they prefer to stay in their own office without any interruptions. Better yet, they prefer to work from home or elsewhere so they do not have to deal with employee issues. Frequently these were the high achieving technical people promoted to jobs they were never suited for. They are physically uncomfortable dealing with any unpleasantness or problem and would prefer if you handled it alone. When working with this type of boss, do not expect much direction or support. You are on your own. And so are they. Concepts such as teamwork, networking, or finding time to discuss your career or life are foreign to them.

The PERFECTIONIST – Often known as the micro-manager, this boss tends to over-control all of your work. Because of their own insecurities, this obsessive behaviour sends you the message of “no trust”. Over time you realize that you cannot satisfy their expectations and the work must be done again. No matter how much detail you provide, it is still not right. Eventually you become demotivated and lose your sense of competence.

The POOR COMMUNICATOR – This is the story about the poor listener. They are either too busy doing all the talking or preoccupied with their own dramas when you meet with them. These are also the managers who loathe doing performance reviews and clock record time for completing them. Expect very little in terms of feedback or constructive criticism. They will send you a brief email every time they want to see you rather than walk over to your desk. Never expect them to make a good hiring decision because they will learn very little about potential candidates.

The ECCENTRIC – Often these bosses have unrealistic expectations that are too high to be met by most of the staff. They have very unique ways of processing their work and want everyone to follow their lead. While they can exhibit some characteristics of the micro-manager when they demand things their way, they can also be gentle but confusing when trying to explain a new project or policy. Other they are the ones counting their paperclips and lining up their paperwork in perfect order. Sometimes they play favourites because they gravitate to those with similar interests. Many of them would rather be doing something else.

The INEXPERIENCED – Frequently these managers can be ill-trained and in some cases, never wanted to be managers in the first place. Similar to the loner, they prefer working as individuals and not as team builders. Often they truly do not understand their own job requirements and competencies and have difficulty in grasping the nuances of the business. They lack a supportive mentor or role model and perform in a hit and miss style. Employees lose respect for this type of manager and over time act on their own accord.

Bill Wilkerson, President of the Global Business and Economic Roundtable on Addiction and Mental Health in Canada says it bluntly. “If you are a lousy leader, you are making people sick. Ambiguity, inconsistency, uncertainty, insecurity, bad decision-making, self-centredness, rewarding the wrong things in the office, the fostering of office politics, and the rewarding of political behaviour – that’s the earmark of weak leadership.”

While organizations need to take responsibility for creating a healthy culture and disciplining inappropriate behaviours, not all organizations manage this process well. If you are an employee who loves your work and the organization, but not the boss, what can you do in the short term?

Action Plan

Here are some ideas for dealing with a troubling boss:

• Learn about your boss’s world. Try to understand the type of pressures that they are facing. Is there a way that you can help them?
• Understand the root cause of their behavioural problems. Are they experiencing personal problems or health problems? Did they work in another culture that supported this type of behaviour? Are they insecure about losing their job?
• Privately meet with the boss to discuss your concerns. While this can be challenging, the boss may not even be aware of the effects their behaviour is having on you and potentially the rest of the team.
• Ask the boss for suggestions for improvement. This is good way of learning how you are perceived and also highlights your willingness to learn and contribute. Most bosses really appreciate this question.
• Give yourself direction and feedback by setting milestones and regularly evaluating your effectiveness against them.
• Ask the boss for weekly or monthly progress meetings to discuss activities, concerns and issues. It may open the lines of communication and since most bad bosses avoid confrontations, it should be safe for you.
• Transfer to another department.
• If you personally experience toxic behaviour document the issue and note the policy.
• Speak to your HR department or a higher authority.

Boss-related issues are accountable for 70%-80% of the reasons people leave organizations. Take a proactive and professional stance when dealing with one. When all else fails and your work life is miserable, it is time for “fight or flight”.

Stay tuned for an upcoming article which will address solutions and more ideas for managing troubling bosses.

Source: “Stop Toxic Managers before they Stop You”, by Gilllian Flynn, Workforce Online, 1999.

Source: “Managing an incompetent boss”, www.hrpao.com knowledge centre, Jan, 2003.

Source: “The Leadership Factor”, by Joan Burton, Accident Prevention Jan/Feb 2002.

Teresa Howe, CHRP, is an independent HR consultant and writer. As an HR executive with 15 years of generalist experience, she has contributed to several successful organizations being recognized as Canada’s Top 100 Employers and created meaningful change. As a long-standing member of the HRPAO, she also serves as president of the Board of Directors for Jobstart, a not-for-profit organization, speaks at conferences and creates workshops on HR related issues. Teresa can be reached at tandthowe@yahoo.ca.