Being in charge isn’t easy. Running an organization takes expert knowledge of an industry, an understanding of logistics that’s based in reality and leadership qualities that forge many different personalities and expertise into a single force greater than the sum of its parts.
Those that are good at it can make life for their underlings inspiring and rewarding. Those that suck at it irk everyone and ultimately diminish the chances the organization will thrive. They may even scuttle the boat entirely.
Antoine Gerschel and Lawrence Polsky of management consultant PeopleNRG have a thing to say about bad bosses. The two have written books on leadership that include such titles as Perfect Phrases for Conflict Resolution and The 19 Steps to Lead Employees Over the River of Fear. I spoke with Gerschel recently and he outlined the traits of 5 types of poor leaders and how to deal with them. Here’s what he had to say…
The Robot. When a leader focuses on the technical at the expense of emotion or people, you may have a robot on your hands. This type can often be found in technology startups, says Gerschel. “They are used to solving technology problems but once they get into a management or a leadership role dealing with people their intuition says they can apply technology and technological approaches in dealing with people problems. Oftentimes that’s a big trap they walk into.” This misstep can create conflicts and barriers between leadership and everyone else.
Solutions? Break down the barriers. Forget emails, IMs and texts—go for a face-to-face and push for actual meetings when you want to make yourself heard. “If it’s your boss you have to be assertive,” says Gerschel. “It also creates a certain level of urgency.”
The Micro-Manager. In a sense, micro-managers are perfectionists stuck in the past. They’ve had success in their careers by being detail-oriented and going deep into problems—sometimes solo and sometimes with small teams. “Suddenly they may be in a position as a boss where they need to have a little bit more distance, a little bit more overview and they have to let go,” Gerschel explained. When not in control, insecurity sets in.
Solutions? There is no one remedy for a micro-manager as your place in the organization can mean changing tactics. “It has to do with what level of experience you have—the more you know, the more autonomy you’re asking for.” A beginner in the industry may see a micro manager as an awesome boss, he said. As you grow, it’s essential to let such a leader know you can handle yourself don’t need a boot on your neck at all times. “It’s not easy for them, but find a friendly way of having conversations with them and be ready to negotiate with them.”
The Dreamer. Usually part of the entrepreneurial set, dreamers are visionaries whose illusions sometimes include those within their own organization. Because their visions are not exactly concrete, they will often decline to go into specifics, which can be problematic when people working for them need precise direction. “One important consequence of it that dreamers may struggle with is that they do not give feedback—we also call them the ‘no-feedback-bosses,’” Gerschel explained. Working in a fast-moving industry or space can make things more complicated. “The strength of the dreamer entrepreneurs is that they’re very quickly re-adapting and redefining their dreams, but when you work for one of those it can drive you crazy.”
Solutions? You need to ask questions. Don’t let conceptual or hazy explanations about what is envisioned take the place of specific information you need to proceed. This may take more than one conversation—in fact it may take many, especially as the playing field and the dreamer’s vision changes.
The Bully. These types of bosses attack, insult, sometimes steal ideas. In startups and turnaround situations, bullies can propser because they’re high energy, assertive, seem to know what they want and make things happen one way or another. Unfortunately they are very difficult to work with – sometimes harassing – and are productive at the expense of others.
Gerschel focuses on a type of bully he calls the “disruptive innovator,” which is a category where a figure like Steve Jobs would fit nicely. “He wanted to disrupt a whole industry: he had a mission, he had a passion for something. Those people who stayed with him were willing to stay with him because of what he was trying to do.”
Solutions? If you are working for an unbending jerk, consider either taking formal action in sticking up for yourself or simply leaving the organization to find a job where the boss is not a lunatic.
If you find yourself working for a disruptive innovator, it’s possible to make things work. “You may want to stay,” says Gerschel. “He or she is still a bully and it’s still very difficult to work with them – and that has been extensively documented in the case of Steve Jobs – so what do you do?” You need to decide if the mission is worth the pain. If it is, stand up for yourself but do so cautiously. “Oftentimes strength respects strength,” Gerschel explained. A-players want to work with A-players and if you prove yourself to be of that caliber – and you are assertive – you can thrive and the respect you command will be your armor. “Oftentimes those that are not standing up are the ones who are suffering the most.”
The People Pleaser. The extreme opposite of The Bully, People Pleasers tend to be indecisive and most happy during a Kumbaya singalong. “Even if they’re in authority, they do not want to exert their power,” Gerschel explained. The noncommittal, vague leadership style tends to keep people happy yet unsure of where they stand or whether progress is actually being made, all at the expense of the organization.
Solutions: “Find a way out,” advises Gerschel, laughing as he says it. “Usually, if you’re working with a People Pleaser, you will not be part of the winning team.” These types of bosses are not entirely doomed, he adds, as there is a place for them in sales, particularly in forging long-lasting relationships. But as bosses, they’re out of their element.
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