WHAT MAKES YOU A BAD OR GOOD BOSS?

What Makes You a Bad Boss10 WAYS TO LOOSE REPUTE

It’s not enough to put in eight or 10 hours at the office.

You make them answer emails or phone calls at night

and on weekends.

You don’t think they need a day off.

In a survey by NPA, 41.5% of workers say they were

motivated to change employers because of issues like

job travel and hours. -

You make them work terrible hours.

you make mistakes, so it’s much better to let someone

else take the fall if something goes wrong. You’ve got

much more at stake, you believe.

You make them scapegoats

You’re always quick to offer advice on how an

employee can improve, but never give a shout-out

when they are doing something well, like handling a

difficult customer or completing a project ahead of

schedule.

Feedback is always negative

Raising your voice may be your way of getting

someone’s attention and signaling your passion for the

work, but to the employee being yelled at it is

humiliating.

Yelling

A David Alpin Group survey found that one of the top five

reasons employees leave is because the company or

managers lack honesty and integrity.

Keep in mind that employees pay attention to what you

say – and don’t say – when they judge your worth. Actions

that hint at deceit or underhanded tactics will prompt

employees to lose respect for you and look for jobs

elsewhere.

You’re unethical

All jobs have boring aspects to them, but employees

are willing to put up with them as long as they feel

their careers are being developed in other ways.

Once employees are bored with their jobs then trouble

begins: The Alpin survey finds that 50% of employees

say once they start thinking about leaving, they put in

less effort.

You don’t let them grow.

Employee unhappiness is often triggered by what the

workers perceive as unfair pay (such as when a new

employee with less experience earns more than seasoned

workers.)

The Alpin survey finds that insufficient pay or unfair pay

practices is the No. 1 reason they would leave their jobs. At

the same time, 61% say they would trade their base pay for

more time off.

Pay isn’t fair

If you fail to keep employees informed about what is

going on or don’t actively solicit their input on a

regular basis, then they become disengaged.

Gallup finds that the 30 million engaged employees in

the U.S. come up with the most innovative ideas,

create most of a company’s new customers and have

the most entrepreneurial energy.

You treat them like outsiders

Mood swings, moving targets and random decisions

make employees feel like they’re in the land of Oz.

If you’re going to change policies or procedures, give

them advance warning and plenty of time to

understand what you want. As for your mood swings?

Call Dr. Phil and don’t inflict them on workers.

You’re unpredictable

Whether you’re showing favoritism to certain workers, taking credit for work that you didn’t do or are arbitrary with bonuses, not being scrupulously fair can sink morale and force employees to begin dusting off their resumes.

You’re unfair

How Good Bosses Bloom 10 WAYS TO EARN GOOD REPUTE

Don’t be a jerk. If you yell, disparage people, get

defensive, shoot the messenger, or publicly berate staff

members, it’s a safe bet that you’ve landed in jerk

territory.

And remember, good people have options, and few of

them will want to work for a jerk, so this behavior risks

losing your best employees.

Let’s start with the big one

One of a manager’s most important responsibilities is to

communicate clear, concrete goals and make sure that your

staff knows what success in their jobs looks like.

Here’s a good test: If you and one of your employees were

both asked what things are most important for him to

achieve this year, would your answers match? If not, it’s

time to do a better job of articulating clear standards of

success.

Set clear expectations

Do what you say you’re going to do, in whatever timeline you committed to – whether it’s giving feedback on a project, liaising with another department, or making a raise come through.

(A subset of this is being responsive. If people have to follow up with you to get a response, you’re not being responsive enough. It only takes 30 seconds to write, “I won’t have time to look at this until next week.” If nothing else, let people know where things stand.)

Keep your word.

Great bosses tell people where they stand, no matter where on the spectrum it is.

They’re clear with each employee about what they do well and where they need to improve, and they’re also clear about how the person doing overall.

Employees should never need to wonder what you think of their work. Of course, that means that you need to be honest about performance problems. While talking about performance problems isn’t pleasant, it’s far worse for employees if you don’t care enough to tell them about areas they need to improve in. Even if you’re convinced such a conversation would be fruitless and the employee can’t change, he deserves to know—because maybe you’re underestimating him, or maybe it would be useful for him to understand the ways in which he’s a bad fit for this work, or maybe he just deserves a chance to see the writing on the wall so he can start looking for other positions.

If a manager has complaints or concerns about an employee and the employee doesn’t know it, the problem is at least as much with the manager as with the employee.

Give feedback

And make it safe for people to be honest with you. Ask for input on everything from how people think last

week’s event went to how your department could function more effectively.

And if you don’t like what you hear, don’t get defensive.

You want to create an environment where employees aren’t afraid to say that something is a bad idea or that a deadline is unreasonable.

Ask for feedback

Don’t have rules and policies for their own sake; make

sure each is connected to an actual business need, and

be willing to explain that purpose.

Also, be willing to bend the rules if it makes sense

overall; don’t get so committed to rules and

regulations that you lose sight of the larger goal: to get

great work done.

Stay focused on results

There’s no overstating the value of a manager who

knows how to make things happen, whether it’s

expediting a production process, adding a new staff

position, or replacing that incompetent assistant.

Know how to get things done in your organization, and be willing to do it

A good manager minimizes drama, rather than causing

it.

If your team lurches from one crisis to another, with

interpersonal conflicts and gossip arising regularly,

you’re not doing your job!

Model a no-drama approach for your staff, and instill

that ethos in your culture.

Minimize drama

This could range from training and better equipment to the elimination of a counterproductive policy.

Or you might find out that people want you to intervene with a problem coworker or another department, advise them on how to handle a sticky situation, or give more targeted feedback.

Figure out what people need to do their job better, and help them get it

Even in the hardest moments, like letting someone go, treat all your employees with kindness and dignity.

You have more power in this relationship, and that comes with the responsibility of exercising it with reason and decency.

Treat people with compassion

Remember that you can’t give too much positive

feedback, as long as it’s sincere. Giving positive

feedback is like handing out chocolate; people will

always appreciate it. Take a minute each day to send a

positive email or make a positive comment. That email

will be read over and over. You can make someone’s

day with only one minute of your time.