Toxic bosses Part 2

Last week we looked at how to deal with control freak bosses and hollow superstar bosses. This week, it’s wily politicians and narcissists.

Those wily politicians are easy to spot – they’re the managers who extol whatever is flavour-of-the-month in the organisation and next month when it changes, their theme song does too. Wily politicians are verbal contortionists who rush towards power like iron filings to a magnate. To the wily politician, ‘It’s all about ME’ and their sole goal is to survive and thrive – whatever it takes and whoever else suffers.

Their political skills are actually quite awesome. Wily politicians always know exactly what the prevailing mood of the people who count most in the organisation is and some of them are so good, they can even predict changes in direction.

Maybe the worst thing about working for a wily politician is that they’re only concerned with the people ‘up the ladder’, the more senior managers – certainly not the people at their own level or, heaven forbid, those below their level! This means that if you work for a wily politician, your only value is how well you can help him or her look good and how quickly you respond to the changing fads they follow (or rather, give lip-service to).

When your boss is a wily politician who delivers at least minimal results, you can benefit from being part of their team and, provided you can offer solid performance, you’ll be highly prized for making your boss look good. When your wily politician boss is a non-performer, move on as fast as you can before your reputation suffers.

Narcissistic leaders are the ones who can ‘rally the troops’ and engage people’s hearts and minds but they also have massive ego problems. They adore the sounds of their own voices and tend to dominate meetings, even when it’s with more hot air than useful information and ideas.

Because they love themselves so much, narcissists are terrible coaches and mentors, so don’t expect to learn much from a narcissist boss. They’re often emotionally isolated, distrustful of others, self-involved and unpredictable, so unless you’re quite a strong person, they can easily destroy your self-confidence.

To top it off, narcissists are usually convinced they are always right, so they’ll take reckless risks and hear only what they want to hear. In fact, they tend to surround themselves with people who always agree and pander to their egos in all sorts of other ways.

There are five secrets to working for a self-centred self-admirer like this.

  1. Zip your lips when you disagree because putting forward an alternative point of view is very career-limiting.
  2. Make sure you don’t burst their over-inflated self-image bubble.
  3. Praise them like mad.
  4. Always communicate with a narcissist boss in terms of their own best interest.
  5. Don’t worry when they take all the credit for your ideas and hard work – that’s just what they do.

Toxic bosses Part 1

If you’re a boss, you won’t want to hear this, but I’m going to tell you anyway. Second to people’s Number One complaint about their work – ‘poor communication’ – is their Number Two complaint: my boss. Yes, it’s a fair bet you are a source of angst to those you lead and manage. Sorry about that. It’s also a fair bit that your boss is something of a source of angst to you, too.

Fortunately, most bosses aren’t really all that bad, just a little bit annoying – they’re at the top of the bell curve. Many bosses are quite good – they’re at one end of the bell curve. And then there are the bosses at the other end of the bell curve – the toxic bosses. Read on of yours is a toxic boss. We’ll look at two types of bosses we’d rather not be managed by this week (control freaks and hollow superstars); two next week (wily politicians and narcissists) and two the following week (dictators and bullies).

The control freak is a perennial non-favourite, so let’s begin there. These are the bosses who believe it’s never too soon to start worrying; never too late check, re-check and check again or review all the details – yet again. The control freak’s attention to detail can be mind-numbing, especially if you aren’t detail-oriented yourself. These bosses plan every action to the finest detail and keep the panic button close at hand. They leave nothing to chance and it’s never safe to relax.

Control-freak bosses are always looking over your-shoulder – which can be irritating. It’s easy to become dependent on them because they do all your thinking for you. But that’s the easy option and probably best avoided.

To survive a control freak, you can calm their qualms by providing plenty of information, even if you think it’s overkill. Establish priorities (which sometimes isn’t easy because to many control freaks, every task is an ‘A’ priority). Stay on top of details and deadlines and gain their trust with regular progress reports so they can see you’re on top of your job. The secret is to help your control freak boss gradually come to understand that you’re dependable and produce the right results without their continual input.

Another good idea is to notice whether there’s someone the control freak gives more lee-way to and if there is, watch those people and figure out how they operate and adopt a few of their bid-for-freedom tricks.

Remember that nothing is good enough for the control freak – and that includes you. So whatever you do, don’t let the control freak to erode your self-confidence – the problem lies with your boss, not with you. However, if you can cope with it, the control freak’s zeal for perfection can teach you how to think clearly and prevent projects from going off the rails and you may shine in the reflected light of their successes.

Hollow superstars are the publicity hounds with the big reputations. They’re the smooth-talking, high profile networkers extraordinaire, the sole operators who offer no support or guidance because they’re too busy concentrating on making themselves look good, looking in the mirror and advancing their own interests.

If you work for a hollow superstar, it probably really irks you that other people – people who don’t work for them, think they’re great – ‘Gee, aren’t you lucky working for so-and-so,’ they’ll say, ‘It must be wonderful!’ But from those who know these empty superstars best, the people who work for them, there is faint praise.

That’s because those who work for them are the poor unfortunates who are left to make the Superstar’s grandiose promises work in the real world; they’re the ones left to write their fabulous speeches and stand in the shadow while the boss takes all the glory – unless, of course, the superstar’s schemes go awry, in which case, they’re quick to take a step back and push a follower forward to take the blame.

The secret to surviving working for an empty superstar is to figure out their PR plan for themselves and help make it happen. Become indispensable to the empty superstar and have a fun ride on their coat-tail – if your own pride and ego will let you do that, that is!

Two more toxic bosses and how to deal with them next week.

 

 

 

 

The imposter syndrome

Here’s a statistic that you won’t find in the Australian census: Up to 70 per cent of leaders sometimes fear they don’t really belong in a leadership role, that they’re ‘winging it’, and that they’re about to be rumbled and exposed as a fraud. Feeling like a fake is so common that these suspicions actually have a name: Impostor syndrome.

Being a leader is seldom what people expect—it’s filled with surprises, unexpected lurches forward, dismaying steps backward and struggles to live up to what you think everyone expects from you.

Decades after becoming a leader for the first time, most leader-managers recall their first months in leadership as a transformational experience. They say they felt disoriented, overwhelmed or confused—sometimes all three at once. Most new leaders think the job is too big for just one mere mortal. Many experienced leaders feel the same way.

The truth is that becoming a good leader is a journey of continuous learning and self-development that even for the most gifted, leading and managing is a demanding—although rewarding—never-ending process. Today, you need so many more, and much deeper, technical, conceptual and people skills than leaders of even 15 years ago, never mind a generation ago. But when you pay attention and work at leadership, you end up with a strong and flexible set of leadership muscles that others can draw strength from and that you can use to make a worthwhile and lasting contribution to your followers and your organisation that lasts well into the future.

Deal gracefully with change

You’ve heard it before and you’ll hear it again: Change is all around us. Society, the marketplace, the economy and technology are all transforming with dizzying speed. For instance:

  • Australia’s economy has become a service and knowledge economy, which means organisations don’t gain their value from their machinery and equipment but from their people. Organisational wealth comes from successfully storing and using knowledge to create innovative products and services and develop innovative, sustainable, value-adding and profitable systems.
  • Our definition of what a family unit is continues to change.
  • The capabilities of information, communications and bio and nano technologies (e.g. motor the size of a pinhead) continue to soar and promise to transform our lives.
  • Globalisation makes it easier for epidemics to wipe out or temporarily disable a significant portion of our population and wipe out all or part of an organisation’s supply chain.

And that’s just a sample of what’s going on around us. The world is changing so fast that standing still doesn’t exist – we’re either moving forward and making progress or we’re going backward. In fact, the speed of change is speeding up, and right now is the slowest we’ll ever experience it.

To survive, never mind thrive, we all need to stay on top of the game and better still, stay one step ahead. We all need keep up to date with trends so we can more easily adapt as everything around us changes. Perhaps more than anything, we need to keep learning – about the area and industry we work in, about the technology we use, and about new ways of doing things.