Over the break, a bit more news came out after I wrote posts on kudos for Good Boss, Bad Boss and the popularity of my list of 12 Things Good Boss Believe over at HBR.Org.
Last week, USA Today published a pair intertwined stories on workplace bullying, both of which drew on a long interview they did with me (and interviews with a host of other folks too, like Babson's Tom Davenport). The main story was called Bullying By the Boss is Common But Hard to Fix. I think the best part of this story (which, alas, opens with a story about Hooters from the TV show Undercover Boss) is the thoughtful list of why companies fail to take action compiled by journalist Laura Petrecca — it includes impediments including: victims keep quiet, intervention can take time (this is one reason assholes especially get away with their dirty work when teams and companies are under time pressure), discipline can be subjective, legal recourse can be unclear (e.g., it is still unclear in most states if it is unlawful to be an equal opportunity asshole), and savvy bosses learn to work the system (as I said in the article " "They kiss up and kick down."
I also thought the second story, a sidebar on Survival Strategies for Workers Whose Bosses are Bullies was useful, and a nice complement to my list of Tips for Surviving and Asshole Infested Workplace. Here is the sidebar:
These are the folks who scrutinize vacation day requests, ask for client reports to be revised and tell employees the company decided against 2010 raises. So naturally they will be closely scrutinized — and criticized — by workers, simply because they have such a large impact on their life.
"Bosses pack a wallop, especially on their direct reports," says Robert Sutton, author of Good Boss, Bad Boss.
However, there are many supportive, compassionate managers out there, Sutton says. "Most of us think our bosses are OK."
But for the folks toiling under a lousy manager, the daily stress can be severe. Some ways to deal with a bad boss:
•Have a heart-to-heart. "Perhaps your boss is one of those people who aren't aware of how they come across," Sutton says. It could be worth it to have a "gentle confrontation" with the manager in hopes of evoking a behavior change.
•Get help. "It's like a bully on the playground," says Tom Davenport, co-author of Manager Redefined. "At some point you have to go tell the teacher."
Employees should keep a detailed diary of a boss' bad behaviors and then bring up those specific instances when lodging a complaint.
"Don't talk about the way you feel. Don't say 'I'm hurt,' " says workplace consultant Catherine Mattice. Instead give very specific examples of how the boss crossed the line.
•Zone out. With some effort — be it meditation, therapy or another method — some folks are able to leave their work troubles at the office. "Learn the fine art of emotional detachment," Sutton says. "Try not to let it touch your soul."
•Update the résumé. "Start planning your escape," Sutton says. Sure, the economy may not be the best for job seekers, but those who put feelers out now will have a head start when the hiring freeze thaws.
In addition, I also learned that the McKinsey Quarterly piece based on Good Boss, Bad Boss, "Why Good Bosses Tune In To Their People" was among their 10 most read pieces in 2010. You can see the complete list and access is free, although you do need to register. My favorite on the McKinsey list is "The Case for Behavioral Strategy" by Dan Lavallo and Oliver Sibony. It makes a compelling, evidence-based, case about the damage done by executives who make strategic decisions without taking their own cognitive biases into account and shows how executives can make superior decisions (and thus help their companies and keep their jobs) by taking steps to dampen and eliminate these universal human imperfections.
Enough looking back on 2010, its time to move forward into 2011!
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