Times have changed over the last five decades. There was
a time where organizations had to develop and secure the best leaders to retain
their best talent. Although poor leaders existed, they were often quickly
identified by a high turnover of staff in their area – as employees voted with
their feet.
Yet more recently and especially after the global
financial crisis jobs have been scarce in many industry sectors, globally, with
supply outstripping demand and hence poor leaders have been able to entrench
themselves in many organizations, both large and small, as employees are less
able to ‘vote’ with their feet anymore.
This is bad for everyone – organizations, employees and
stakeholders and the only winners are the bad leaders - where way too many are
able to ‘survive’ in today’s global economy, as many employees are ‘forced’ to
put up with their poor dysfunctional behaviour.
According to the most recent Gallop ‘State of the Global
Workplace’ study, half of all employees in the United States have quit jobs at
some point in their career in order to get away from their bosses. The figures
are similar or even higher for workers in Europe, Asia, the Middle East, and
Africa.
The same survey, consistent with previous ones, also
shows a clear correlation between an employee’s engagement (that is, motivation
and effort to achieve organizational goals) and their relationship with the
boss. Where 77% of employees who said they were engaged at work described
interactions with managers in positive terms (for example, my supervisor
focuses on my strengths).
What’s really worrying is that research has shown that an
engaged workforce is a key driver of organizational success, and yet according
to Gallop, only 13% of employees worldwide fall into that category.
Manfred Kets de Vries asks in a Harvard Business Review
article: “What are these ‘bad’ leaders doing? Frequently cited grievances
include micromanaging, bullying, avoiding conflict, ducking decisions, stealing
credit, shifting blame, hoarding information, failing to listen, setting a poor
example, slacking; and not developing staff. Such dysfunctional behaviour would
make anyone unhappy and unproductive. However, whatever sins your boss commits,
managing your relationship with them is a critical part of your job. Doing it
well is a key indicator of how effective you are.”
Across the globe there are too many demotivated employees
and their organizations seem unable or unwilling to try to shift the balance.
The problem often starts right at the top with corporate boards and shareholders
only focused on the short-term , where a ‘culling’ of the poor leadership would
not be good for the share price in the short-term – although it would, if done
correctly ensure much greater returns in the long-term, than they will get
keeping the status quo.
The short-term focus mind set is destroying the very
fabric of developing world class, efficient leaders who can develop their
organizations to completely new levels of performance and innovation; two key
factors required for competing in the global 21st century market place.
Kets de Vries offers some basic tips and tricks for
employees who work for ‘bad’ bosses;
“Research has shown time and time again that practicing
empathy can be a game changer in difficult boss-subordinate relationships, and
not just as a top-down phenomenon. Experts such as Steven Covey and Daniel
Goleman emphasize the importance of using this key aspect of emotional
intelligence to manage ‘up’. Where neuroscience also suggests that it’s an
effective strategy, since mirror neurons in the human brain naturally prompt
people to reciprocate behaviours.
Second - Look at yourself. People who struggle to work
well with their bosses are nearly always part of the problem themselves: their
behaviour is in some way preventing them from being recognized and valued.”
However there is a naivety with these suggestions. With
the first ‘tip’ many poor leaders just ‘lap up’ the empathy and actually don’t
reciprocate it – rather taking the empathy as ‘tacit recognition’ statements
that they are in fact ‘great’ leaders. These people refuse to accept their
weaknesses and hide them behind all the poor traits that were listed above.
Sadly if these simple steps don’t work and you don’t have
a solid case to take to your HR department – and remember it will have to be
solid, with factual evidence and not conjecture and opinion. Then most employees
start to just go through the motions at work and try to minimize contact with
their boss – hoping that by playing the waiting game their boss will move onwards
and upwards or move preferably out completely. The problem with this strategy
is that during this ‘playing for time’ phase your relationship is unchanged at
best, or deteriorating at worst, as from the poor leader’s perspective you’re
not ‘putting in the effort or being a team player.’ Which they use against you
to make life even more miserable.
Often it’s not the best strategy to play for the time
when the boss leaves – but play for time when you can leave and use the time
actively seeking alternative employment – specifically at a time while you are
still feeling positive about yourself, your self-worth, and your future
ambitions. Since being stuck in a ‘playing for time’ scenario for too long can
have a negative psychological effect on you and ultimately your health.
There is definitely strength in numbers – but often in
business it seems to be everyone for themselves. If a group of people can go to
leaders they trust and ‘flag’ the poor leadership traits they are experiencing
and have some constructive solutions, then maybe, just maybe, your voices will
be heard. But it’s often a very risky strategy and you find those people who
have promised to be ‘right behind you’ – are, when the time comes, so far
behind you, you can’t see them for dust.
There’s a great quote that states “don’t push a loyal
person to the point where they no longer care” – too many poor leaders are
doing that on a daily basis around the world and sadly it’s a lose-lose
scenario for everyone involved.
I just hope that key stakeholders will take a stance soon
to bring effective leadership back into the workplace.
References:
Kets de Vries, M.F.R. (2016). Managing Yourself. Do You
Hate Your Boss? Harvard Business Review, December, 2016. P.97-101.
