WHILE NEWLY appointed bosses may look forward to shouldering the responsibility for the performance of their teams, they could be closer to being reviled than revered in their once-coveted role
WHILE NEWLY appointed bosses may look forward to shouldering the responsibility for the performance of their teams, they could be closer to being reviled than revered in their once-coveted role.
“Boss has become a ‘four-letter word’ in the workplace,” said Jim Concelman, manager, leadership development for DDI.
“Many new leaders are inheriting the bad feelings created by their predecessors and other less-than-competent bosses in the organisation. These pioneers have a chance to repair these attitudes and change the preconceived idea that all bosses are bad – but it needs to be done quickly while the person is new to his or her leadership role.”
Commenting on a survey conducted by website Badbossology and DDI, Concelman said workers were asked to air their thoughts on their bosses. The survey revealed eight points that workers believe their new boss should know:
You’re not really their friend anymore: In fact, most workers said their greatest hesitation about becoming the boss would be supervising their friends. “This is uncomfortable because suddenly, the boss can’t ignore a teammate’s weaknesses or poor performance, and harder still, many bosses are responsible for employees’ pay,” Concelman said. The new manager has to hold his or her former peers accountable – and treat the whole team equally, friend or not.
It’s not your jokes they’re laughing at: Your team actually compares you to primetime boss caricatures such as ‘you’re fired’ real estate mogul Donald Trump, domestic diva Martha Stewart or Lost’s reluctant leader Jack Shepherd. These famous bosses poke fun at the most extreme examples and serve as fodder for workplace gossip. New bosses need to be effective from day one to prevent being “Dilberted”, according to Concelman. “Once you’ve been tagged as the pointy-haired boss, it takes a lot of time and effort to recover respect,” he said.
Your suspicions are right – they are wasting time: And it’s because they’re complaining about you. Nearly one third of all employees spend at least 20 hours a month lamenting about the boss, which creates a lot of negative energy. “This is the kryptonite that sucks away a manager’s power, and it can’t be ignored,” Concelman said. It is best addressed head-on. First identify if it is a leadership issue or the rantings of problem employees. “Experienced managers know that poor performers often complain the most. Still, it raises real concerns from other team members about the skills and behaviours of the boss,” he said.
Employees will accept change – but consult them: Most workers believe the most important thing a new boss can do is ask them what they think should be different. If change creates stress, a new boss can be disconcerting for employees. “Giving them some input helps them gain control and feel less apprehensive about the change,” Concelman said.
It’s not about you looking good now: In fact, 60 per cent of employees said the most respectable quality in a boss was their ability to help them succeed. “Effective leaders relinquish the spotlight and put others there instead,” Concelman said. “It is a stressful transition, going from being judged on your own accomplishments to those of your team, and leaders have to help employees shine by putting their success ahead of his or her own.”
Your team doesn’t share your goals: A great disconnect between a boss and his/her team is in their priorities. According to DDI’s 2005 Leadership Forecast research, bosses put the bottom line on the top of their priority list, while employees in the Badbossology/DDI survey rank it as the least of their worries. “A leader has to connect everyone’s priorities and help individuals understand their contribution to organisational goals,” Concelman said.
Not feeling up to the task? You’re not alone: More than one in five workers surveyed said their greatest hesitation about becoming the boss was being perceived as incompetent, and nearly 25 per cent said they would feel unprepared for the responsibility. “There is a lot more at risk once you’re in a leadership position,” Concelman said.
Don’t worry about having employees who don’t like you – they’ll just leave: There is no honeymoon period for new bosses – workers won’t stick around once they realise they have a bad boss, with nearly half finding the door within six months. Ten per cent said they would quit immediately and 36 per cent said they would give it three to six months. “People vote with their feet, and if employees don’t feel valued by the new boss, they’ll quickly find someplace that will appreciate them,” Concelman said. “While some of this turnover is the result of increased accountability or personality clashes, a bad boss is a leading cause.”
