Empower employees to manage bad bosses

29 April 2009 8:30am

Employees can help manage a bad boss and avoid messy personality clashes, according to behavioural experts.

There are many reasons why bosses have difficult relationships with their staff, says psychologist Dr Steven Saunders.

In some cases, he says, managers have been promoted for the wrong reasons (e.g. because they have served the business well, not because of their people management skills); or they might be "a little soft" and not possess the "toughness" required for their role; some are just not on the same page as their employees (e.g. because of a poorly thought-out incentive scheme); others might be affected by issues outside of work, or simply under too much pressure.

Bosses with poor management skills can be imprecise about their expectations of employees, inconsistent in their actions, critical and slow to praise, or driven by ego.

But both bosses and employees need to remember that their relationship is mutually interdependent, and employees shouldn't just take a passive role, Saunders says in a Robert Half podcast.

Set expectations

In a new job, employees have an opportunity to clarify expectations from the start, Saunders says.

This can be done informally over a coffee. "Say to the boss, 'what does your picture of success look like, in terms of my role? What do you want to see a lot of, or very little of, and I'll see if I can match those or do better.'"

But if the relationship is older and experiencing problems, it's not too late to do something about it, he says.

"Put your hand up and say 'how are we going to best work together? Here are my wants, tell me about yours and let's build a bridge and get to the other side'."

"Mirror" a manager's style to avoid clashes

Clashes and difficulties communicating with a manager can be avoided if employees understand their personality style and how to deal with them, says behavioural specialist Nathan Chanesman.

Chanesman, the founder and CEO of assessment firm MyProfile, says the key to a good working environment is to identify and mirror the boss's personality style.

'Driver' bosses are those that "tell you what to do, how they want it done, and that they want it done 'now'", he says. These bosses tend to underestimate the time it takes to do something and the work required, and can come across as control freaks who make decisions quickly, micro-manage, and ask for reports they don't read. They raise their voice, have a quick temper and often lack people skills.

To keep them on side, he says, employees should:

Be direct. "If you don't think you can do it on time, say so. Let them know when it will be done. Be positive."

Keep communication businesslike; stay away from gossip and avoid using emotional terms.

Keep communication factual and brief. Use bullet points and avoid lengthy emails, reports or conversations. Stick to the facts - keep things short and sweet.

Give the boss choices and let them decide. "You provide the options."

Have up-to-date information at their fingertips. "Don't say you don't know - instead, say you'll get right back with the answer."

'Promoter' bosses - who look to the future more than the past or present, and are always enthusiastic and bubbly with lots of ideas - want to make the job fun. They're social people who work in teams, often run late for meetings and are disorganised, Chanesman says. They're also flashy dressers, use emotional language and wave their arms about. They're easily distracted and make decisions based on how they feel.

To keep on good terms with a promoter boss, employees should:

Get them to slow down and consider their proposal - promoters rush from one idea to another.

Present them with a plan and a list of things that need doing. Employees should summarise their ideas on a single page and say what they would like done and by when.

Assure the boss that they are there to help and support them.

Be prepared to listen - promoters love to express their ideas.

'Supporter' bosses stick with practical procedures and systems; they're predictable and do things in a steady, unhurried manner. They can often be unsure or indecisive, and they try to keep the peace. They're likeable people, always ready to help, and they're dependable, Chanesman says. They have good administrative skills and are good at working under pressure.

Chanesman advises employees who want to keep this type of boss on their side to:

Always be on time to meetings.

Not talk loudly, and avoid arguments.

Be considerate and not attempt to rush, push or corner them.

Give them time to make decisions.

Have well-organised reports or presentations with all the facts handy to support their position.

Communicate often - stay in regular contact no matter how brief.

'Analyser' bosses, Chanesman says, do everything by the rules. They are usually serious and conservative in their views and the way they dress, and they are perfectionists who want everything done "absolutely right".

Analysers can be unsociable and introverted and have trouble dealing with people issues, he says. "They are hard to please, can lack a sense of humour and fail to see the funny side of a situation."

To maintain a good working relationship with this type of boss, Chanesman says employees must:

Be on time - in fact be early.

Be prepared and have all necessary data and information at their finger tips.

Present in an orderly, non-emotional manner. Give the boss time to consider.

Be businesslike and deal only with facts. Avoid going off track, and stick to the issue.

Ask for their assistance in solving problems and for their expert knowledge.

Put things in writing.

Turn a bad situation around

In cases where a difficult boss is causing ongoing problems, Saunders says a third party should become involved to help discuss the issues.

This person needs to focus on the issues, not the personalities, and see if common ground can be reached, he says. The two parties should clarify their goals and make promises that they can honour.

"Focus on the issues; don't waste time on trivia. An employee can give the boss quality information and the boss and employee can check each other's personality out."

They might be "complete opposites" (e.g. a controlling boss who's paranoid about resistance versus an ambitious "driver" personality who feels smothered and not trusted), but "it's important to move off personalities and remember why you're there", Saunders says.

"At the end of the day the employee and the boss are there for much the same reasons. Each wants to come to work to make a difference, to succeed, to be appreciated for a job well done and to be kept in the information loop."

If the discussion becomes too heated and difficult, the third party should call a time-out and start again the next day with a fresh mind, he says.

"Dangerous" to go over their head

Saunders says it's very dangerous for an employee to go over their boss's head when experiencing problems.

"There are times when you need to do that but it's a risky career move. If you go over the boss's head, it's likely the boss will want your head in return."

Exceptions to this rule include when the manager is acting dishonestly, immorally, fraudulently or deceitfully, he says, or when the employee has real evidence of their lack of ability as a manager.

(Employees who are aware of their boss's illegal or immoral behaviour should "get out as fast as you possibly can", he says. There are no winners in these situations and, "if you hang around you're condoning their behaviour implicitly.")

Saunders notes that "some bosses treat their staff like rubbish, but bad news rises slowly to the surface" and their superiors might not be aware. If going to their boss's superior, employees should say: "Here is the real story from where I sit. Here are some examples [of the behaviour]; we'd like your help."

10 tips to avoid conflict

Saunders says that to avoid conflict with their superior, all employees should:

Make sure the boss knows what they expect;

Respect the boss's time. Workers should "take the important stuff to them and deal with trivial things yourself";

Focus on open and honest communication, whether it's positive or negative, and avoid attributing blame;

Maintain a focus on doing their job and check in with the boss to see how they're going every so often;

Not surprise the boss - if there's bad news coming let them know early, "before it whacks them";

Be a "can do"' person - look at what can be done and fix situations. "Can do" employees find favour with bosses, while 'can not' people - those who affix blame - "are a pain to deal with";

Go the extra mile - to a point;

Have sense of humour at work and relax;

Ask lots of questions, and listen to and respect the boss; and

Go to work for fun and profit. "If those things aren't happening, ask yourself why you're there."

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