The trials and tribulations that accompany working for a bad boss are manifold, from daily ups and downs to a growing fear of losing one's job. What qualities define a poor manager?
We're all familiar with the management courses human resource departments make available to aspiring managers, but what's the reality when it comes to managerial preparedness in the workforce?
A recent survey, conducted by Right Management suggests that unqualified managers are anything but rare. "Only 23 percent of new leaders or employees who have advanced from being individual contributors to supervising or managing others receive the coaching they need to reach their full development potential," according to the findings.
As if that isn't telling enough in terms of the future of organizational leadership, take a look at the breakdown when it comes to managerial training and support across North America: Only 29 percent of developing leaders, such as vice presidents, directors and managers, have access to senior-level coaching. This leaves 71 percent of developing leaders without enough job-appropriate training, hardly a comforting figure.
Still, the most unsupported and unprepared are the new leaders — those who will eventually, over time, fill the highest positions.
If you or your boss falls under the "new leader" category, there's a pretty high chance that you or your boss falls among the 77 percent of managers who don't receive training commensurate with the current position.
This doesn't necessarily mean that all untrained managers are unqualified. Many new leaders advance as a result of demonstrated qualities and abilities, but these traits may not translate into effectively managing people or working well with others, crucial points when it comes to upper-level management.
So what qualities define poor managers? Margaret Heffernan at Fast Company and David Silverman of Harvard Business' The Start-Up Diaries identify several common habits associated with bad management. Among them:
1) Poor Prioritizing: Bad managers not only fail to prioritize their own work, they also fail to prioritize yours. Also, managers who consistently work late or arrive early may be demonstrating an inability to manage their time or pace themselves; if so, letting them manage other people's time hardly seems like the logical next step.
2) Bias Against Action: A poor manager not only flip-flops when delegating important tasks, but changes his or her mind about everything. Ineffective managers delay making decisions (and thus action) as long as possible. This may mean fewer mistakes are made, but nothing risked means nothing gained.
3) Lousy Communication: In a recent survey of 150 senior executives, one-third of respondents said lack of open and honest communication with staff members tops the list of management missteps. Managers withholding information from staff can erode morale and destroy trust, while at the same time, not explaining the meaning of "make it better" is just poor direction.
4) Love for Procedure, Focus on Small Tasks: A manager's fondness for rules and ritual may be indicative of an inability to see the larger picture, to face unique issues with case-specific diplomacy. An unnatural attention to detail and the perfection of small tasks is often meant to distract from the fact that this person is unable to perform their actual job.
5) Over-Sensitivity: An inability to address a problem out of fear of upsetting someone is not a reason to shirk responsibility. In today's economy and resulting work environment, now is the time for strong leadership. An effective manager doesn't delay addressing an issue, but is able to do so with tact and empathy.
6) Preference for Weak Candidates: Hiring someone who is less qualified but also less intimidating than another candidate is a bad move. Good managers have the confidence to hire smart, confident candidates without feeling threatened.
So it isn't that the new leaders need more coaching in technical skills as much as they need guidance in how to approach the job and treat others.
The result of hiring unprepared managers or promoting employees to managerial positions without providing proper guidance: "Effective leadership development can ultimately make or break a company's performance," Steve Doerflein, Right Management's vice president for organizational consulting, said in a statement. "Without the right model delineating the specific capabilities of competencies required for effective performance, it's unlikely companies will be able to identify the best people and develop the crucial skills needed to achieve their goals."
Not only is company performance greatly compromised, so is company morale.
Despite feelings of malcontent as a result of poor management, the economic recession has led many disgruntled employees to stay at their jobs rather than actively seek new work. According to a recent survey by Lake Research Partners for Working America, "more than one-third of workers feel some pressure to stay with a bad boss because of the economy." Of these workers, full-time employees are almost twice more likely to stick it out with a bad boss than their part-time counterparts.
If companies care about developing their managers and employees, they must provide adequate resources. Unless new leaders have access to appropriate training and support, it looks like the grim 23 percent of supervisors and high-potential employees who do receive training will be a lonely group.
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