Horrible Bosses 2 hit theaters last month, three years after its prequel debuted. At that time, I wrote an article that shared the most important traits employees’ value in a good boss based on the findings of our own Horrible Bosses survey. As much as I’d like to think things have improved over the last three years, the reality is horrible bosses are inevitable. And they’re as big and bad as ever.
To find out exactly who these characters are, I took a scientific approach this time around. I turned to social media, asking the masses what the absolutely worst trait one can have in a boss. The responses were passionate and plentiful! And it didn’t take long to spot the themes. Below are the three worst Horrible Boss types, followed by my original findings on what makes a great boss. So you know who to be and who not to be.
Offender #1: The Bully
This guy (or gal) won hands down. This was the most talked about and most shared trait of a horrible boss. This is the boss who screams in open office settings, who throws tantrums, who intimidates through position, who messes with your head…just because he or she can. A fitting motto for this boss might be: “The floggings will continue until morale improves.” And if you’ve ever worked under one of these, you bear the mental and emotional scars and likely have sworn to never be one of these.
The truth of The Bully rests in a deep-seated insecurity that stems from lack of confidence in ability or lack of skill in communicating through emotions. Because fear lies beneath anger, the best way to deal with one of these hotheads is to remain calm and ask questions. Seeking to understand what’s behind the anger will not only allow them to articulate their fear or concern, but will give you insight into how to get ahead of future problems. Finally, in times when nothing will work, remember that their anger doesn’t belong to you—it’s fear turned outward.
Offender #2: The Green-Eyed Monster
Here we have the inspiration behind “Tall Poppy Syndrome.” Tall Poppy Syndrome is a term used to describe a social phenomenon in which people of genuine merit are resented, attacked, or criticized because their talents or achievements elevate them above or distinguish them from their peers. In other words, be careful of growing into a tall poppy lest one wants to be cut down. Immediately.
As with The Bully, this boss has serious issues with self-confidence. But rather than act out in an explosive manner, this particular species chooses a more “tactful” approach, often slipping in derogatory comments in front of clients or downplaying the role of others while inflating their own. If forced to deal with this particular breed, model what you desire from them and acknowledge their good work while also being vocal of your successes to other leaders in the organization.
Offender #3: The Two-Faced Saboteur
Equally damaging yet ultimately crafty is our third Horrible Boss. Utilizing a more surreptitious approach, this can be one of the most frustrating traits to deal with, as they’re about as easy to pin down as a bead of mercury. This is the boss who gives kudos to your face and undermines your character to others. The boss who says he fought to get you a raise, but in reality, did nothing of the sort. The boss to whom loyalties are unknown and honesty unrepresented.
While some may slip through the cracks, this boss often doesn’t make it to the top of the chain as she lacks the courage it takes to lead on a large level. This boss most often can be found in middle management, where the desire to be liked outweighs the desire to be forthright—a common mistake by the rookie manager. With this type of boss, deal with them head on and deal with them consistently. Confront them with skill—focusing on the issue and the impact it’s having on you—to not only model how they can begin doing the same but so they also get the message that you are no longer a willing party for their antics.
What Employees Want
Now that we’ve trotted out the worst of the worst, let’s take a look at what employees are pining for.
Great Boss #1: Curious and open-minded. When it comes to decision-making, a leader’s value should derive from his or her ability to get the decision right for the organization, rather than be right for the sake of his or her own ego. The former represents the mindset of a good boss. The latter, a bad one. Because it is impossible for leaders to be at all places at all times, it’s critical that they actively explore other perspectives. Imagine your organization as a giant beach ball where every individual is occupying a unique “stripe” or vantage point within your company. They may be aware of nuances (some big, some small) that are outside of your view and could have a huge impact on whether your decision will translate to success or be doomed for failure. Whenever you are evaluating an opportunity, designing a strategy, or making a key decision, seek out multiple, diverse perspectives (look at all the stripes vs. your own) while inviting pushback and challenges. In doing so, you will not only make the best decision due to the valuable insight you gained, you will have done so in a way that enriches relationships.
Great Boss #2: Honest and transparent. Establishing employee trust is essential for every organization regardless of size or industry. When an employee asks for the truth or needs to hear the truth—be it their performance or the company’s overall well-being—be candid. Great bosses view their employees as capable of handling the truth, have the skill to deliver the truth without trashing relationships, and invite them to rise to the occasion by allowing them to fully participate in their destiny. Leaving an individual to merely land somewhere downstream by default puts up incredible barriers to trust, collaboration, and employee engagement. Engineering a fantasy in the name of creating a “positive workplace” is counter-productive to attracting and retaining top talent.
Great Boss #3: Reliable communicators. All too often, managers reach a decision and in their excitement to execute, run ahead without turning around and communicating back down through all involved channels. This is particularly frustrating for employees who may have been initially consulted on the issue or who will be affected by the decision. To create alignment, your employees need to know where to position themselves. Moreover, to develop top-notch decision-makers like yourself, they need to have insight into where you landed, why you landed there, and how they affected your decision. When deciding how much to communicate, the old mantra of “too much is better than not enough” applies today more than ever.
There you have it. Being a great boss isn’t rocket science. The traits of a leader people appreciate most are honesty, generosity, and curiosity. The upsides of practicing these traits on a day-to-day basis are immense: an engaged team, successful projects, thriving culture, strategy that sticks, etc. Anything less than this puts you on the spectrum of a Horrible Boss. You’re either honest or you aren’t. You choose which legacy you’d like to leave.
Halley Bock is the CEO of Seattle-based Fierce, Inc., a leadership and development training company that drives results for businesses by developing conversation as a skill.
