If enough people think you’re a bad boss, then you are
Are you a boss known for your intimidating demands? Or do you try hard to reach out to employees and make them feel comfortable yet confident? While the ideal of how a boss should be varies across the board, one fact remains: If a majority of people believe you are a bad boss, then you are seen as such. It’s time to read on to find out why.
1. The Role of Perception in Becoming a Bad Boss
A bad boss is one who fails to lead by example, fails to inspire their team, and fails to motivate their people to reach their peak performance. These outcomes often arise from how an individual sees the role of a leader, which can be determined by their perception.
The perspective of a bad boss can easily lead to undesirable behaviours that have a direct effect on their team. This includes:
- Not exhibiting a sense of trust: A lack of trust from the bad boss will often result in a lack of respect from their team and a decrease in motivation.
- Lacking initiative: A bad boss will often fail to take the initiative with new ideas, hindering the creativity of their team members.
- Ignoring their team members: This results in a loss of relationships with their team, as they may not make an effort to understand their respective roles and needs.
In contrast, a good boss will possess the right perception that empowers their team and encourages success – essential elements that make a great leader.
2. Why It Takes More Than Just You to Create Bad Boss Syndrome
Bad Boss Syndrome (BBS) is a problem that affects many companies, leading to an unhealthy working environment and poor performance from employees. It takes more than just one person to create and perpetuate it, though – it takes a combination of factors and a prevailing culture in the organisation.
At its most basic, a BBS is created when a boss displays a combination of toxic and negative behaviors, ranging from bullying and manipulation to a lack of communication and respect. This causes demoralisation and disengagement among employees and creates a negative atmosphere. But the root of the BBS goes deeper than just the individual boss. It requires a culture of acceptance and complicity among other members of management and colleagues, who may be unwilling or afraid to stand up to the person in charge. Without this enabling factor, Toxic Boss Syndrome wouldn’t be allowed to flourish in the first place.
- Bad Boss Syndrome relies on damaging behaviours and attitudes displayed by a boss.
- BBS also requires silence or acceptance from other managers and colleagues.
- BBS systemic and is created when a combination of factors are at play.
3. Strategies for Combatting a Bad Reputation as a Boss
Listen to Your Team
It can be difficult as a boss to take constructive criticism, but keeping an open dialogue with your employees is essential for growing as a leader. Put yourself in the shoes of your team and listen to their feedback. Nothing makes an employee feel more respected than to have their opinion heard, and by taking action from their comments, you’ll show that their effort is valued and appreciated. Not only will this boost morale, but it will help you earn back the trust of your team.
Ditch the Unnecessary Micromanaging
It can be difficult to give control to your team, but it’s important to trust them. Whether you decide to delegate more projects or to reduce the frequency of daily check-ins, try to allow your team as much freedom as possible. More often than not, workers will respond positively to this type of approach, as it allows them to take ownership of their work and to enjoy the freedom and space to take creative risks. This will also get rid of their bad reputation as a boss that micromanages.
4. Taking Steps to Proactively Avoid Becoming a Bad Boss
Be Aware of Unconscious Biases
No matter how objective and self-aware one is, unconscious biases can creep in when it comes to decision-making and disciplinary action. To ensure fairness among employees, it’s important to recognize these prejudices, and strive to avoid them when making decisions. Consider enrolling in unconscious bias training to increase your awareness, and review policies regarding behavior, decisions, and promotions with an unbiased eye.
Remember That You’re the Leader
Lead by example. It is impossible to be a good mentor, leader, and role model if your own behavior is below the bar. When faced with challenging situations, take the time to think through the situation before reacting. Remember, your actions can set the tone for employees and your company. Be mindful of how you approach each situation. Be open to employees’ ideas and value their opinions. Encourage your team and remember that you are the leader of the organization, so strive to make decisions that will better your business in the long run. It boils down to this; if enough people believe that you are a bad boss, then they are likely right. Whether it’s because of poor communication, your imperious attitude or a dismissive demeanor towards your team, it’s important to understand the impact of your behaviour. If you want to prevent a bad reputation, listen to people under your supervision and be open to constructive feedback, as it will benefit you and the team around you.