A bad manager can create a high staff turnover
and poor profitability.
By Rima Evans
This summer’s release of the movie Horrible Bosses has resulted in a glut
of advice for managers and leaders on how not to behave in the workplace – as
well as put a spotlight on how badly some do.
CPOs should be warned that ‘horrible boss
syndrome’ could have serious implications for companies, according to
recruitment specialist Office Team.
It can be bad for an employee’s morale as well
as have potentially disastrous consequences for staff turnover and an
organisation’s profitability.
Grievances with line managers are also regularly
cited as the main reason for resignations – often ahead of salary and promotion
demands.
The most obvious signs of a so-called horrible
boss are individuals who shout at staff, take credit for others’ work and use
offensive language in the workplace. Yet the most common blunders managers make
are often far less obvious, with those in charge not even realising they are
bad bosses.
In
a separate survey of Australian workers for careerone.com.au, the the most common problems workers said they had with their bosses were:
- Keeping secrets from their staff.
- Deliberately
causing conflict.
- Being
a ‘boot kisser' to their superiors while mistreating workers below them.
- Belittling
and bullying workers while being moody and inconsistent.
Phil Booth, managing director for OfficeTeam’s
UK operations said: “Staff morale is extremely important for the future of any
organisation. Many bosses work hard and expect their staff to follow suit. The
problem arises when communication breaks down and, in most cases, harsh or
abusive behaviour is the replacement.”
A more positive approach to management includes:
-
Welcoming
honest feedback. Consider the way you handle failures.
If someone’s approach to a task doesn’t go as well as anticipated, treat it as
a learning experience rather than being disapproving.
-
Not
keeping secrets. When you fail to keep employees in the
loop, you are essentially telling them that you doubt their ability to make
creative and productive use of the information. While you may not be able to
let them in on every detail about developments right away, try to reveal what
you can, when you can.
-
Letting
go. While it’s good to stay on top of your
employees’ progress, if you are too ‘hands on’ with their assignments you are
micro-managing. That can deplete morale because it says you don’t believe your
staff can do their work properly.
-
Making
sure you don’t go MIA (missing in action). Make a point
of setting aside time to interact with staff regularly and let them know how
best to reach you when it’s particularly busy or when you’ll be out of the
office. Consider assigning someone to serve as your backup when employees need
advice during especially hectic times.
Booth added: “Managers need to forge both
working and social relationships with employees. This doesn’t have to mean
outside of work, but by creating a good working relationship, staff are happier
within their roles and will ultimately work harder.”
