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If you\u2019ve had a streak of nice bosses, consider yourself lucky.\u00a0 Many employees quit their jobs because of superiors who are bad bosses.\u00a0 They possess prized skill sets, hold multiple degrees from the best universities, and brandish intimidating resumes\u2026 but that\u2019s where the charm ends.\u00a0 Wherever they go, they leave behind a trail of resentful employees wanting out.<\/p>\n
From micromanaging control freaks<\/a> to verbally abusive bosses, here are some horror stories you\u2019d never want to be a part of.<\/p>\n \u201cI had a boss whose highlight of the week was his team huddle because he gets to lord it over.\u00a0 He\u2019d treat one person like a hero and find another person to belittle.\u00a0 It\u2019s always an awkward one hour that would stretch to two with no breaks in between.\u00a0 I\u2019m talking about full-on humiliation fraternity style. He\u2019d talk about the \u201closer\u201d as if everything he (or even she!) did will cause the entire business to go down the drain.\u00a0 He takes turns picking on everyone (and he would pick on everyone!).\u00a0 We think it\u2019s a management technique he picked up from some lousy fraud.\u201d<\/em><\/p>\n \u201cWhen I started out, I appreciated the micromanagement.\u00a0 But even when I got the hang of it, she wouldn\u2019t leave me alone to do my job.\u00a0 Then I realized that if anyone on the team performed well, she\u2019d consider them a threat.\u00a0 Since she isn\u2019t in a position to fire (nor does she have any basis anyway), lady boss would simply take anyone out of the loop. No emails. No memos. Zilch. You\u2019d feel so left out, quitting would be such a relief! She is one of the bad bosses you would love to leave.\u201d<\/em>\u00a0<\/u><\/em><\/p>\n \u201cI worked for a coffee shop as a marketing associate.\u00a0 Part of my tasks is to get marketing collateral out when new branches open. This is a huge deal.\u00a0 They\u2019re freebies.\u00a0 But customers DEMAND that they get whatever they could.\u00a0 When three branches opened, the freebies didn\u2019t arrive.\u00a0 It was my bosses\u2019 fault.\u00a0 She didn\u2019t get the purchase order out on time despite friendly reminders from the team.\u00a0\u00a0 She couldn\u2019t be reached that week.\u00a0 Her excuse?\u00a0 The baby wouldn\u2019t stop crying and that we should learn to handle it.\u00a0 I get it that managers need to give their workers the opportunity to solve problems on their own.\u00a0\u00a0 But as a leader, she should be there in the trenches with us too.\u00a0 \u00a0Needless to say, she got the boot.\u201d<\/em><\/p>\n \u201cMy yogi-vegan-organic-antivaxx\u201d boss would pick on me whenever he thinks I look \u201cexhausted\u201d.\u00a0 He\u2019d spend a good thirty minutes explaining how I\u2019m killing myself by killing animals and eating them. By the end of it, I\u2019d actually feel exhausted for having to put up with him.\u00a0 He\u2019d get so emphatic with something that has nothing to do with my performance at work.\u00a0 I wish he\u2019d respect our differences. I used to think nothing of it, until it began to affect my respect for him.\u00a0 He still wants me back on the team, though.<\/em><\/p>\n Bad behavior in leaders often get excused because we tend to value their positive traits so much, we\u2019re more than willing to look over their unacceptable conduct.\u00a0 A manager we once knew, for instance, had exceptional selling skills.\u00a0 He\u2019s a saint to customers, but quite the opposite to his colleagues. Many like him know bad behavior is tolerated because they possess a particular skill set the company badly needs.<\/p>\n Another reason is, employees aren\u2019t inclined to speak up about wretched managers.\u00a0 When a company has gone through several downsizings, some financial crisis, a worldwide pandemic, or pay freezes, the emphasis is survival.\u00a0 Higher-ups hastily turn a blind eye to offensive management for as long as they bring in the numbers.<\/p>\n Taking it to HR doesn\u2019t always work. HR is still subordinate to the company top brass.\u00a0 If the higher ups are misbehaving themselves, HR won\u2019t be empowered to put their foot down.<\/p>\n If you\u2019re a character in this scenario (the disgruntled employee, or the manager who\u2019s been told off, or someone in senior management who needs to deal with a problematic supervisor), know that letting this pass or chucking it to personality differences will eventually lead to:<\/p>\n Everyone\u2019s on the losing end. Bad bosses tend to contaminate their departments with bad attitudes \u2013 similar to a disease.\u00a0 Knowingly (or unknowingly) they spread anger, despair, and frustration.<\/p>\n Simple.\u00a0 Training.<\/p>\n In many instances, the manager simply doesn\u2019t possess the correct tools.\u00a0 This happens often when the candidate up for promotion is someone who\u2019s good at what he does, but isn\u2019t exactly managerial material — YET.\u00a0 It could also happen that the position needed to be filled and there was no one else to fill it.\u00a0 Whatever the reason, senior management needs to intervene.\u00a0 If the manager needs to be terminated, then do so, carefully.\u00a0 But if the grounds are iffy (such as when the grounds are personality issues), then it should be addressed by correcting performance via inculcating trust, interdependence, genuineness, and empathy<\/a> through micro-training<\/a>.<\/p>\n Training doesn\u2019t end when an employee is promoted. In fact, as they begin to manage more people, more instruction is necessary.\u00a0 They have to be on the same page with everybody else.\u00a0 TIGERS breaks instruction down into smaller, bite-sized chunks by transferring knowledge using personalized lessons.\u00a0 This way, learning is less of a battle and more of an e-learning experience\u2026 something even more important at this time.<\/p>\n If you\u2019d like to find out how micro-training can help your organization at this most crucial time, get in touch with us HERE<\/a>.<\/p>\n The following articles and resources add value to this conversation:<\/p>\n Copyright TIGERS Success Series, Inc. by Dianne Crampton<\/p>\n\n
The boss who liked to haze in public (NO EMPATHY nor GENUINENESS)<\/h3>\n<\/li>\n<\/ul>\n
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The boss who \u201cmanaged\u201d a little too much (LACK OF TRUST)<\/h3>\n<\/li>\n<\/ul>\n
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The boss who thought he was building us up (LACK OF TRUST AND INTERDEPENDENCE)<\/h3>\n<\/li>\n<\/ul>\n
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The lecturing boss (LACK OF GENUINENESS)<\/h3>\n<\/li>\n<\/ul>\n
Why do bad bosses get away with it?<\/h3>\n
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How to tame bad bosses like Bosszilla?\u00a0<\/strong><\/h3>\n
Care to take this conversation about bad bosses deeper?<\/h3>\n
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About TIGERS Success Series<\/h4>\n