We all know the “bossholes,” Robert Sutton’s description of a boss who’s domineering or overbearing, an a$$hole. But it takes more than simply avoiding the land mines of the world of “bossholes” to qualify one to be a good boss. Effective bosses understand that having authority means being able to use power appropriately and timely. In “Good Boss, Bad Boss,” Sutton says one mindset that is characteristic of a good boss is the ability to find a balance between over-managing (or micromanaging) and under-managing. He says good bosses know when to exert more control and when to back off. They know when to coach and when to discipline.
If you ever watch the circus, you have probably seen clowns running around. They’re really entertaining and often add to the overall experience of going to the circus. However, you might also notice that clowns never take charge. They don’t take charge over the circus because that’s not their role. Instead, clowns always take their cues from the ringmaster — the boss of the circus.
In a similar fashion, bosses are not that different in their roles at work from circus ringmasters. When the boss is “too nice,” the jerks, bullies, and bigmouths who report to them will actually be the ones running the show. Sadly, these poor bosses are viewed as powerless pushovers, leaders by title but not by respect. In these situations, the clowns in the office are running the circus (aka, the workplace).
In one workplace, a manager often relinquishes authority over to an administrative assistant who has been with the organization for almost two decades. When ask why she does this, the boss explains she doesn’t want to upset the assistant. It is actually fascinating to watch because there exists a very clear power struggle between the manager and secretary. While the manager doesn’t like it, she would always reluctantly, but surely, give in to the demands of the office assistant. Part of her fear of not doing so is the rationalization that this secretary is simply too valuable to let go. Thus, each day brings with it a different drama, depending on the fickle mood swings of this secretary.
In a post that parallels some of what I’ve just shared, Jill Geisler has a nice piece titled, “What Great Bosses Know About the 7 Deadly Sins of the Too-Nice Boss.” In it, she outlines seven things that can go wrong when a boss is too nice.
The Seven Deadly Sins of the Too-Nice Boss (verbatim from her post):
- Your ideas get overshadowed by others in the organization who are more assertive about making their cases.
- Workplace problems fester as you postpone dealing with them.
- Mediocrity flourishes as you hold back from challenging underperformers.
- Needed change is delayed as you hesitate to nudge people out of their comfort zones.
- You do other peoples’ work when they complain about schedules, shifts or duties.
- Bullies and bigmouths win.
- You can lose respect — from your bosses, other managers, your staff — or all of them.
- Good bosses know when to exert control and when to back off. They know when to coach and when to discipline.
- Bosses who are “too nice” or who are viewed as pushovers will be dominated by office clowns (the jerks, bullies, and bigmouths subordinates who report to them).
- When the office clowns run the show, drama and problems will arise, and the workplace will start to look like a circus.
- “Too-nice” bosses will not gain the respect of their employees.
Geisler, J. (2011). What Great Bosses Know About the 7 Deadly Sins of the Too-Nice Boss. Retrieved from http://www.poynter.org/how-tos/leadership-management/what-great-bosses-know/125251/what-great-bosses-know-about-the-7-deadly-sins-of-the-too-nice-boss/
Sutton, R.I. (2010). Good boss, bad boss: How to be the best…and learn from the worst. New York: Business Plus.