Thanks to Guy Kawasaki and Matthew May, two posts have recently appeared at the American Express blog for small business, OPEN Forum. Matt describes these as "yin and yang" posts because the first, by him, was a review and discussion called "How to be a Good Boss" (that cool sign above kicks off his post). That was followed with an opposing post that I wrote (with a lot of guidance, coaching, and editing from Guy -- he amazes me with his ability to frame things and use language so that ideas are sound, fun, and sticky) on "The Top 11 Signs that You're a Bad Boss." Here is a reprint of that post for readers of Work Matters:
The most crucial test of a boss is self-awareness. The best bosses are in tune with how the little things they say and do impact people, and they are adept at adjusting to bolster both performance and dignity. Several studies, including one by the College Board, suggest that the more incompetent a boss is, the more out of touch he or she is likely to be.
Unfortunately, too many bosses think they are in tune with their employees, but live in a fool’s paradise. If you’re a boss, you should review this list of the top eleven attitudes to figure out if you’re acting like a bad boss.
1. “I am going to get mine.” Let’s face it, you deserve to get more goodies and get them first. After all, without you, your underlings would be nowhere.
2. Ride them hard. You keep a close eye on your people because, otherwise, they screw around and screw-up.
3. All transmission and no reception. You pretend to listen to others somtimes; but you are really just “reloading,” thinking of the brilliant thing you are going to say next.
4. No thanks. You don’t baby your employees with all that insincere manners crap. Saying “please” and “thank you” is overrated, wastes a lot of time, and makes you look like you kissing-up to your subordinates.
5. Do it right or don’t do it. When your people make mistakes, you make sure they pay a steep price.
6. Mistakes were made, but not by me. You are so good that you rarely mess-up. Anyway, a smart boss doesn’t display ignorance, admit mistakes, or apologize – that’s what doormats and wimps do.
7. Credit hog. After all, when your people do something good, it is because of you.
8. Kiss up or shut-up. You despise underlings who challenge your ideas and point out your mistakes.
9. Star lover. You focus your energy on hiring, grooming, and encouraging your very best employees. After all, the B players are far less important and a lot easier to replace.
10. Implementation is for the little people. Your job is to develop and talk about big ideas, not to waste time thinking about all the little steps required to make them happen.
11. I don’t how it feels to be you and I don’t care. It’s not my job to hold your hand or understand what it feels like to work for me. I am your boss, not your mommy or daddy.
If you’re an employee with a boss, you should take my survey called the BRASS (Boss Reality Assessment Survey System). It will help you determine if your work for a bad boss. Or, as Guy Kawasaki likes to put it, if you work for a certified brasshole.
P.S. As always, let me know what you think -- what did I miss? What strikes you as especially important -- or wrong?
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Posted by: Arrertiax | January 13, 2011 at 09:04 AM
Very comprehensive. Unfortunately my boss, the owner and manager of a very small two-employee business, is guilty of all of them! I'm tempted to buy him a copy of the book for Christmas.
Posted by: Rufus | November 03, 2010 at 03:48 AM
Well Bob you just wrote millions of feelings in few hundred words :). But "bosses are not momy and dady", that is also right, they too have their point to stand firm on to get maximum by giving salaries/wages. Not wasting time on "please" and "thanks" is also nice point.
.A~
Posted by: Jobs in Pakistan | September 20, 2010 at 08:42 AM
Hi Bob. Great list, thanks for the post. This list of mistakes really covered a number of common mistakes in the work place. Virtually all of them reminded me of instances that I've seen or experienced. The simplest attitudes and actions made by a boss can have profound effects on their employees. Employees can easily lose morale and motivation and a boss must do all that they can to avoid this.
I think it is so important for bosses to look at a list like this and assess the effectiveness of their management techniques. It is easy for someone in a management roll to commit the actions listed above and not realize it. When your busy and trying to juggle all the different aspects of your job, you often overlook the seemingly small things. Looking at this list can bring things to your attention that you had not considered before. Constantly trying to improve on your relations with your employees will not go unnoticed. The employees will appreciate it and it will influence their productivity.
Posted by: Oren Hovemann | September 12, 2010 at 06:00 PM
Hi Bob, Number 10 is so true. I am a project manager. Throughout my professional life I have had bosses that served as the executive sponsor or as a member of my project steering committees. Projects that were successful always had buy-in, support, and direct action from my boss. These managers understood that it was their role to establish expectations, approve and help define the project scope, and remove obstacles that could hinder project success. Bad managers were disconnected from my projects, didn’t work to support the project by managing up within the organization, or failed to use their influence to gain acceptance of project work and remove obstacles. These bad managers had a tendency to celebrate their strategic thinking but turn their backs on tactical execution. The biggest risk to any project is not getting the organizations buy-in on important tasks, ignoring the steps it takes to desired results. A great boss understands this and works to ensure obstacles to implementation are removed quickly.
Posted by: Ellen O'Rourke | September 12, 2010 at 10:00 AM
This is great, Bob, thanks a lot for the list. It's frighteningly accurate, too; I can run down a list of the bad or ineffective bosses that I have had, and each one seems to show at least half of these traits. I guess the real question is whether they would or could change if they read your book? I'll be reading it soon, too.
-Scott
Posted by: Scott W | September 11, 2010 at 09:48 AM
#11 is missing a word: "I don't know HOW it feels...:
Sorry, but I always read with a red pen!
Posted by: Pamela | September 11, 2010 at 06:10 AM
Eric,
That would be true if your starting premise was true.
But actually as the B-team usually outnumber the A-team by such a high ratio they are still doing most of the work (however much we might like to think we're A-team, the harsh truth is we almost certainly aren't). When you focus on your stars, you may get a modest increase in productivity from them, although if they truly are stars then they're probably already working at maximum capacity anyway, but it is more than cancelled out by the cost in production by your disgruntled majority.
Far better to focus on getting everyone happy and working well together and try and get the best from all.
After all, if 80% of your staff really are only producing 20%, can you really justify their salaries? Wouldn't it be better to just produce 80% of the output for 20% of the cost?
Posted by: Ellie | September 10, 2010 at 08:19 PM
Yesterday i was listen to audiobook of Napoleon Hill. There was a lot of information about be leader and attributes of leadership. He`s giving too 11 pcs:
1. UNWAVERING COURAGE
2. SELF-CONTROL
3. A KEEN SENSE OF JUSTICE
4. DEFINITENESS OF DECISION
5. DEFINITENESS OF PLANS
6. THE HABIT OF DOING MORE THAN PAID FOR
7. A PLEASING PERSONALITY
8. SYMPATHY AND UNDERSTANDING
9. MASTERY OF DETAIL
10. WILLINGNESS TO ASSUME FULL RESPONSIBILITY
11. COOPERATION
Posted by: Jack Dotacje | September 10, 2010 at 12:11 PM
This is a great list and I'm glad you re-posted it here.
Of all of those, I think I'd dispute #9, at least the way it's stated. If 80 percent of work is done by 20 percent of people, it only makes sense to concentrate on making the most of those 20 percent. The real danger is not from concentrating on the 20 percent--it's from being so sure we know who the 20 percent are that we ignore others who could make a big impact with successful mentoring.
Posted by: Eric Anest | September 10, 2010 at 09:50 AM