Posted on Jul 21, 2015
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits?
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RP Members, Connection, and Friends here is another great article on Leadership that fell into the dark hole of RP back in Jul 2015, but it is a great article (all below) that is worth sharing.
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits SEE ENTIRE ARTICLE BELOW
By Dr Pete Stebbins
Psychologist & Executive Coach
"People don't leave companies - they leave leaders!" Greg Savage
Did you know that we spend 34% of our lives (approximately 228,708 hours!) at work? Given how much time we invest in our work it is important to be in a job we are happy with, and even more important to have a Champion Boss (or be a Champion Boss if you are a manager yourself!).
Horrible Bosses: Four Leadership Patterns to Avoid
We all know what it is like to have a Horrible Boss – either through firsthand experience or through friends and colleagues. Check out these four common types of horrible bosses:
The 'Laissez-Faire' Leader
Laissez-Faire is a French term which translated means: “let it be” or “let them do as they will”. With this definition in mind you can easily imagine the dysfunctional leadership characteristics of the Laissez-Faire leader. Their preference is to avoid responsibility and not interfere with anything either above or below them in the organisational structure. In management meetings they avoid sharing their opinions and go with the status quo. When interacting with their staff they do not provide feedback, do not follow-up on requests for help, do not communicate their views about important issues and remain vague and elusive.
The impact of this style of leadership on staff is quite destructive, with increased withdrawal behaviours among staff who show low discretionary effort and poor performance, eventually leading to complete disengagement and team dysfunction.
The 'Popular' Leader
The popular leader may not initially seem like a dysfunctional leadership style. Popular leaders are, by definition, focused on being ‘liked’ by their staff. As such, their leadership style has some upsides, namely high support and a very strong focus on positive interpersonal relationships.
However the downsides of a popular leader are low focus on core business, neglect of performance management, avoidance of tough conversations, and a team vs corporate or ‘us and them’ mentality. The impact on staff working with a popular leader is initially positive with high discretionary effort among staff to follow directions. However, the over focus on relationships and the lack of focus on core business invariably leads to poor team performance. Instead of addressing the issues, the popular leader engages in upwards bullying by blaming other teams and more senior leaders for issues rather than taking responsibility and accountability.
The 'Command and Control' Leader
Command and Control Leaders, as the name suggests, take the necessary management responsibility of organising and directing teams to unhealthy and extreme levels. The one redeeming characteristic of a Command and Control leader – high clarity – is completely overwhelmed by the negative characteristics of low perceived support, low engagement, poor communication, neglect of developmental feedback, and an over-emphasis on corrective feedback. The impact of this dysfunctional leadership style on the team is vast and includes a stigma about reporting personal problems, low discretionary effort, low innovation, increased withdrawal behaviours, fear, intimidation and conflict.
The 'Follow The Rules' Leader
What’s wrong with a leader following the rules, I hear you say? Nothing at all – unless of course it is taken to the extremes and becomes the only focus of leadership activity at the neglect of everything else. The ‘Follow The Rules’ leader is characterised by a strong focus on rules and procedures, low perceived support, a reactive people focus, high clarity, everything is black or white, and low engagement. When under pressure, they tighten adherence to the rule.
The impact of this dysfunctional leadership style on staff includes a reluctance to report problems, low discretionary effort, low innovation, increased withdrawal behaviours, harassment and conflict.
Champion Bosses: 6 Healthy Leadership Habits
While many of us may have had to work with one or more horrible bosses in our careers, we may have also worked with several Champion Bosses but in all the mayhem and confusion of work and life may not have realised it at the time.
A Champion Boss isn’t necessarily a boss who gives you everything you want but rather a boss who can bring out the best in you at work and make the workplace both engaging and profitable for the whole team. Champion Bosses are able to both (1) drive team performance and (2) effectively support staff by engaging in 6 Healthy Habits.
6 Healthy Habits for Champion Bosses
There are 6 Healthy Leadership Habits of Champion Bosses. 3 Habits help drive team performance and the other 3 Habits assist in effectively supporting staff.
Healthy Habits To Drive Team Performance
Healthy Habit No 1. Communicating Vision & Strategy
Champion Bosses have a great ability to regularly and clearly communicate to team members the short- and long-term vision and strategy of the organisation at both a global and team-specific level.
Healthy Habit No 2. Showing Credibility & Getting Results
Champion Bosses are able to effectively demonstrate their own competence and to perform their role and get the team to deliver credible results at both the team and organisational level.
Healthy Habit No 3. Providing Feedback & Development Opportunities
Champion Bosses are always on the look out for opportunities to give and receive both positive and constructive feedback as well as provide developmental opportunities to team members in a way that is fair and equitable to all.
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Champion Bosses are able to create an environment of honesty and trust by being an effective listener and never sharing in any negative gossiping. By being trustworthy, Champion Bosses help team members openly share their needs and concerns.
Healthy Habit No. 5. Providing Motivation & Encouragement
Champion Bosses have a great ability to motivate and encourage team members based on their individual needs and preferences. They are great at knowing what makes each individual ‘tick’ and can use friendly nicknames, jokes, small talk, and have goal driven conversations to make people feel encouraged and motivated at work.
Healthy Habit No 6. Supporting People’s Career & Personal Goals
Champion Bosses take the time to understand the career and personal goals of their team members and then provide feedback and support to help them when opportunities emerge.
Champion Bosses: What healthy habits does your boss have?
If we take a good hard look at our leaders (and ourselves) it is easy to find fault but not always as easy to see the Healthy Habits our Bosses may already have. It is just too easy to cut down the tall poppy when they try to change for the better, or crush the seeds of hope when only a few redeeming features may be evident.
One of my all time favourite sayings is about seeing the glass half full rather than half empty. I always try to encourage people to focus on the positive characteristics of their bosses. So take some time now to reflect and ask yourself the following questions:
How many different bosses have I had over the years and how would I rate each boss in terms of the 6 Healthy Habits to Drive Performance and Support Staff?
Focus on my current boss: (1) What habits are they already a Champion in? When was the last time I gave them some positive feedback about this? (2) What areas do they need to improve on and how could I support and encourage their Healthy Habits?
Focus on myself as a Boss (whether you are currently a Boss or may one day become a Boss): what are my strengths and development opportunities across each of the 6 Healthy Habits of a Champion Boss?
By taking the time to assess and support the 6 Healthy Habits of the Champion Bosses around you, as well as setting your own leadership growth goals, you will be on a path to greater success and happiness in your workplace!
Ride The Waves of Life!
Dr Pete
The Stress Surfer
Why Does Leadership Fail: 4 Horrible Bosses & 6 Healthy Habits SEE ENTIRE ARTICLE BELOW
By Dr Pete Stebbins
Psychologist & Executive Coach
"People don't leave companies - they leave leaders!" Greg Savage
Did you know that we spend 34% of our lives (approximately 228,708 hours!) at work? Given how much time we invest in our work it is important to be in a job we are happy with, and even more important to have a Champion Boss (or be a Champion Boss if you are a manager yourself!).
Horrible Bosses: Four Leadership Patterns to Avoid
We all know what it is like to have a Horrible Boss – either through firsthand experience or through friends and colleagues. Check out these four common types of horrible bosses:
The 'Laissez-Faire' Leader
Laissez-Faire is a French term which translated means: “let it be” or “let them do as they will”. With this definition in mind you can easily imagine the dysfunctional leadership characteristics of the Laissez-Faire leader. Their preference is to avoid responsibility and not interfere with anything either above or below them in the organisational structure. In management meetings they avoid sharing their opinions and go with the status quo. When interacting with their staff they do not provide feedback, do not follow-up on requests for help, do not communicate their views about important issues and remain vague and elusive.
The impact of this style of leadership on staff is quite destructive, with increased withdrawal behaviours among staff who show low discretionary effort and poor performance, eventually leading to complete disengagement and team dysfunction.
The 'Popular' Leader
The popular leader may not initially seem like a dysfunctional leadership style. Popular leaders are, by definition, focused on being ‘liked’ by their staff. As such, their leadership style has some upsides, namely high support and a very strong focus on positive interpersonal relationships.
However the downsides of a popular leader are low focus on core business, neglect of performance management, avoidance of tough conversations, and a team vs corporate or ‘us and them’ mentality. The impact on staff working with a popular leader is initially positive with high discretionary effort among staff to follow directions. However, the over focus on relationships and the lack of focus on core business invariably leads to poor team performance. Instead of addressing the issues, the popular leader engages in upwards bullying by blaming other teams and more senior leaders for issues rather than taking responsibility and accountability.
The 'Command and Control' Leader
Command and Control Leaders, as the name suggests, take the necessary management responsibility of organising and directing teams to unhealthy and extreme levels. The one redeeming characteristic of a Command and Control leader – high clarity – is completely overwhelmed by the negative characteristics of low perceived support, low engagement, poor communication, neglect of developmental feedback, and an over-emphasis on corrective feedback. The impact of this dysfunctional leadership style on the team is vast and includes a stigma about reporting personal problems, low discretionary effort, low innovation, increased withdrawal behaviours, fear, intimidation and conflict.
The 'Follow The Rules' Leader
What’s wrong with a leader following the rules, I hear you say? Nothing at all – unless of course it is taken to the extremes and becomes the only focus of leadership activity at the neglect of everything else. The ‘Follow The Rules’ leader is characterised by a strong focus on rules and procedures, low perceived support, a reactive people focus, high clarity, everything is black or white, and low engagement. When under pressure, they tighten adherence to the rule.
The impact of this dysfunctional leadership style on staff includes a reluctance to report problems, low discretionary effort, low innovation, increased withdrawal behaviours, harassment and conflict.
Champion Bosses: 6 Healthy Leadership Habits
While many of us may have had to work with one or more horrible bosses in our careers, we may have also worked with several Champion Bosses but in all the mayhem and confusion of work and life may not have realised it at the time.
A Champion Boss isn’t necessarily a boss who gives you everything you want but rather a boss who can bring out the best in you at work and make the workplace both engaging and profitable for the whole team. Champion Bosses are able to both (1) drive team performance and (2) effectively support staff by engaging in 6 Healthy Habits.
6 Healthy Habits for Champion Bosses
There are 6 Healthy Leadership Habits of Champion Bosses. 3 Habits help drive team performance and the other 3 Habits assist in effectively supporting staff.
Healthy Habits To Drive Team Performance
Healthy Habit No 1. Communicating Vision & Strategy
Champion Bosses have a great ability to regularly and clearly communicate to team members the short- and long-term vision and strategy of the organisation at both a global and team-specific level.
Healthy Habit No 2. Showing Credibility & Getting Results
Champion Bosses are able to effectively demonstrate their own competence and to perform their role and get the team to deliver credible results at both the team and organisational level.
Healthy Habit No 3. Providing Feedback & Development Opportunities
Champion Bosses are always on the look out for opportunities to give and receive both positive and constructive feedback as well as provide developmental opportunities to team members in a way that is fair and equitable to all.
Healthy Habits To Effectively Support Staff
Healthy Habit No. 4. Being Trustworthy
Champion Bosses are able to create an environment of honesty and trust by being an effective listener and never sharing in any negative gossiping. By being trustworthy, Champion Bosses help team members openly share their needs and concerns.
Healthy Habit No. 5. Providing Motivation & Encouragement
Champion Bosses have a great ability to motivate and encourage team members based on their individual needs and preferences. They are great at knowing what makes each individual ‘tick’ and can use friendly nicknames, jokes, small talk, and have goal driven conversations to make people feel encouraged and motivated at work.
Healthy Habit No 6. Supporting People’s Career & Personal Goals
Champion Bosses take the time to understand the career and personal goals of their team members and then provide feedback and support to help them when opportunities emerge.
Champion Bosses: What healthy habits does your boss have?
If we take a good hard look at our leaders (and ourselves) it is easy to find fault but not always as easy to see the Healthy Habits our Bosses may already have. It is just too easy to cut down the tall poppy when they try to change for the better, or crush the seeds of hope when only a few redeeming features may be evident.
One of my all time favourite sayings is about seeing the glass half full rather than half empty. I always try to encourage people to focus on the positive characteristics of their bosses. So take some time now to reflect and ask yourself the following questions:
How many different bosses have I had over the years and how would I rate each boss in terms of the 6 Healthy Habits to Drive Performance and Support Staff?
Focus on my current boss: (1) What habits are they already a Champion in? When was the last time I gave them some positive feedback about this? (2) What areas do they need to improve on and how could I support and encourage their Healthy Habits?
Focus on myself as a Boss (whether you are currently a Boss or may one day become a Boss): what are my strengths and development opportunities across each of the 6 Healthy Habits of a Champion Boss?
By taking the time to assess and support the 6 Healthy Habits of the Champion Bosses around you, as well as setting your own leadership growth goals, you will be on a path to greater success and happiness in your workplace!
Ride The Waves of Life!
Dr Pete
The Stress Surfer
Leadership Development
Education
Leadership
Vision
Trust
Edited >1 y ago
Posted >1 y ago
Responses: 28
Sir, I was lucky enough to have several horrible bosses before I made E9 - and I say lucky because each of them taught me the things NOT to do as a boss. So - when I became "the boss" I knew so much about what NOT to do, there was no way I could do it wrong! :-)
(28)
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COL Mikel J. Burroughs
CMSgt Mark Schubert I believe we all got a some of that along the way - you can always learn from the worse!
(13)
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SSgt Boyd Herrst
Alright, we can’t see bad leaders aren’t good for anything because they serve to teach us to not be bad examples like they were ..
Flying high Chief !
Flying high Chief !
(2)
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SSgt Boyd Herrst
PO3 Craig Phillips
"Drunken Sailor"
What do you do with a drunken sailor,
What do you do with a drunken sailor,
What do you do with a drunken sailor,
Earl-eye in the morning!
[Chorus:]
Way hay and up she rises
Way hay and up she rises
Way hay and up she rises
Earl-eye in the morning
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Earl-eye in the morning!....
"Drunken Sailor"
What do you do with a drunken sailor,
What do you do with a drunken sailor,
What do you do with a drunken sailor,
Earl-eye in the morning!
[Chorus:]
Way hay and up she rises
Way hay and up she rises
Way hay and up she rises
Earl-eye in the morning
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Shave his belly with a rusty razor,
Earl-eye in the morning!....
(1)
(0)
25
25
0
After I aged more, I always thought if I lead by example, like I did with my kids, I will be more respected and a better leader. Some of my bosses were crude, insulting, big mouths. All they earned from me and most of the employees, was a lot of thinking they are in the wrong job. Some of them were old school, but in today's world, that dog won't hunt. Just knowing the process and how the job is supposed to be run won't cut it anymore to be in management. Just as it is in the military, if an employee has a bad attitude, or a habit of being late, or not knowing his job, they should be retrained and if they still don't fit in, let go. Example: I had a middle aged lady as one of my technicians. She called in sick a lot and made the same mistakes over and over. Me, as her male supervisor, had to treat her with kid gloves. She was not only a female, she was a minority female. The only way I could fire her was with documentation, dated and signed by her every time I called her in my office. She was accident prone also. I sent her to safety for more training and I had safety classes with her when we were on nights. Nonetheless, she continued with the same problems, including not following instructions while preparing a piece of equipment for maintenance. Sure enough, she screwed up and not only injured herself, but two maintenance technicians waiting to work on the equipment. This time, upper management and the safety department got involved. We had a meeting about her and because of my good documentation, I was able to fire her. She got very upset, and then told my bosses I had been sexually harassing her and making advances toward her. They knew she was lying, but they had to follow up. They found out she had done the same thing at her previous job. Not only that, but they found out she is lesbian and made the same claims about her previous manager. Time went on and the statute of limitations ran out and I could finally breathe. Had I not documented everything, and had her sign the documents after her training, nothing could have been done. It works the same way in the military.
(25)
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PO1 Robert George
PO3 Bob McCord - Pt D got a piece of her bridge blown away during Song Thanh '72 delivering VN Regulars to the beach off Quang Tri. I was on the Cayuga then and Pt D was 1000 yds in front of us. Lost 7 sailors from Bridge and CIC crews. We were told later that the VN changed to Black Pajamas and attacked the US Marines coming in over land. Had to bring in the ROK Marines to get them out.
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PO1 Robert George
PO3 Bob McCord - LOL! Been there, done that! Still got the scars on my knuckles to prove it! Pay attn to the damn pilot rudder or it'll getcha! Drove VP's and PL on the Cayuga, M6's and M8's on the Mobile. Much rather drive Mike boats-fewer bandaids on the knuckles.
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PO1 Robert George
PO3 Bob McCord - Hated that damn hook! The T & A crane didn't stand for what all the jokesters thought it did!
Just started coming off the skids with LHD's to carry the LCAC's when I left the Pt. D. Yeah I know about them long-haired mess cooks! Figured out that of 5 years with 1st ex I spent 8 mos at home. Ended up with 2 great daughters and many years of child support. Ever see a time when a couple old salts get together they don't start talking about the good old days!
Just started coming off the skids with LHD's to carry the LCAC's when I left the Pt. D. Yeah I know about them long-haired mess cooks! Figured out that of 5 years with 1st ex I spent 8 mos at home. Ended up with 2 great daughters and many years of child support. Ever see a time when a couple old salts get together they don't start talking about the good old days!
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PO1 Robert George
PO3 Bob McCord - Same here. My 'dress' lanyard got lost somewhere along the way but still have my working one. Can do most calls but don't have the wind for chow call anymore! Got my Buck on my belt as we speak and a snap hook with keys that i got in '72. Like anything else you acquire from the military old habits die slowly or not at all. Once a Boats always a Boats.
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22
22
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Good habits are hard to develope. I notice its easy to fall into bad habits
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COL Mikel J. Burroughs
PO2 Mark Saffell You are absolutely correct and some leaders don't even know they have fallen into a bad habit. This is good information to share with Leaders and future leaders so they can become aware of some of these pitfalls. Leaders don't develop want to develop bad habits, so why not give them ammunition to refer to or keep as a reminder. Most of the stuff I published is already common knowledge and most of everyone has been through many leadership training sessions, seminars, classes, and education, but it never hurts to reflect on what doesn't work and what does from different perspectives, different authorities, and different authors. I'm always reminded of something or learn something from a different perspective. We don't have to stop learning do we?
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PO1 Robert George
The other part of 'good habits are hard to develop' is bad habits are to overcome and get rid of.
(1)
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