One of the main reasons people quit their jobs is because of bad managers, but leadership doesn’t always necessarily realize that’s the case.
LaSalle Network conducted a survey on bad bosses, and 87 percent of respondents said they have had a bad boss…yet 55 percent stated they didn’t share this with the company’s leadership.
One of the biggest losses for a company is when top talent leaves because of a bad manager. Of the 1,100 people surveyed, 51 percent said they have quit a company because of a bad boss…but 83 percent said they would have stayed if given the opportunity to make an internal move within the organization and report to someone else.
Spotting a bad manager isn’t easy, especially in larger corporations if leadership is far removed from individual teams. Here are some things to look out for:
- Their team has high turnover. If multiple members of a team are leaving, but the overall turnover rate at the company is low, that’s a red flag. A disengaged manager can lead to disengaged employees, and that can happen when an employee’s hard work isn’t recognized (16 percent listed that as a characteristic with bad managers), or when managers aren’t willing to help their team learn (15 percent associated that with a bad boss).
- They accept praise, but never the blame. Twenty-seven percent of people described bad managers as those who are the first to take credit when things are going well, but point the finger if something goes wrong. They don’t hold themselves accountable and try to hide their mistakes by blaming the team to leadership.
- They’re negative. Twenty-six percent of respondents said their bad bosses always notice the negatives, but never the positives. These types of managers are culture takers, rather than culture givers. They don’t create an encouraging or supportive environment and bring down the morale of their group.
You’ve spotted these bad habits…now what?
The first thing is to conduct a 360-degree review. Have everyone who works in some capacity with that manager review them…peers, their manager, and their direct reports. Since a majority of employees aren’t willing to report a bad manager’s behavior to leadership, give them an opportunity to do it anonymously in order to get the truth. Once the surveys are complete, talk to each individual about specific things he or she said in the survey. Make sure what was said is truly legitimate. One person saying negative things doesn’t constitute a problem…five people in a seven-person department does.
If the reviews prove the manager to be underperforming, there are some steps to turn his or her habits around:
- Talk to the manager. If the team’s numbers have been low or there have been issues regarding turnover, this conversation shouldn’t be the first with the manager; however, meet with him or her and discuss the concerns. Address the feedback received from the surveys. Provide specific examples so the manager can better understand and not become defensive.
- Put the manager on a performance plan. Develop an action plan and give the manager tangible ways he or she can improve. Set expectations and outline a course of action if the manager doesn’t meet what is required from leadership. Have regular follow-up meetings to track his or her progression.
- Invest in training and development. Determine if additional resources, training, or classes are needed to get a bad boss on a better track to success. Sometimes managers, especially new ones, aren’t prepared for the responsibility that comes along with their role. Provide them with the resources they need, and see how they handle it. Consider hiring a leadership coach to work with the manager. Give bad bosses an opportunity to improve, but if they don’t, let them go or consider a demotion.
Meet with the manager’s staff and be honest about what is going on. Tell them their manager is being evaluated and that any comments and opinions should be directed to leadership and not to the other employees. Show them you care.
Tom Gimbel is the founder and CEO of 2016 Training Top 125er LaSalle Network, a staffing and recruiting firm headquartered in Chicago.
