The Worst Boss

It is one of the most frustrating and demoralizing things we can face in our professional lives, and we have all been there; we have all said it.  “My boss is an idiot!”  Boss, can mean supervisor, manager, etc.  There are many different ways to express this sentiment, but it all boils down to the same thing.  Our expectations from our boss are not being realized.  So, what do you do when you have a bad boss?  There are only two options.

  1. Support them. This is the ideal option.  If you have a boss that is receptive to feedback and is trying to do a good job, this is where you want to be! Sometimes people are hired or promoted based on many things, but sometimes on potential.  If you can help them get better, then do it!  As a leader, there is nothing better than having people there to support you.  Knowing your team is there to make you better and that want to push the team to meet the organizational objectives is the best situation to be in.
  2. Change nothing. You can continue with how you are working and change nothing.  This is an option if things are going well and you just have a poor performing boss.  Or if your boss is weak and refuses to listen or their ego won’t let them.  Although, this is a very frustrating person to work for, usually, your boss’s boss will know how they are performing and you won’t have to deal with them long.

The last thing you want to do is to try to sabotage or make your boss look bad.  Doing so will cause much more drama than it is worth and there is a very real possibility you will lose your job.  They have the positional power and will wield it regularly, especially if you are trying to sabotage them.

Most of the advice you are likely to get is to keep pushing through, and things will work out.  That your efforts will be noticed and even if your boss is bad, you will be promoted or recognized in the way you need.  But this doesn’t always happen.  The best thing you can do it read the situation, if it is really bad, begin looking for a new position or place to work.  If you can deal with the bad things your boss does and you are otherwise happy with where you are at, then stay and enjoy those things that make you happy.  Decide on what you want and work to make that goal happen.  Sometimes you will need your boss to reach your goal if so, build a relationship with them and make it happen.

Managers make a huge difference in our lives, and bad ones can make things miserable.  But good ones can make a good situation great if you can find them!

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Is Your Professional Development Program Working?

Professional development, like many other topics in organizational management, seems like an easy one.  Just pick the topics you want and have people that are good at them develop a class and teach it.  Easy enough, right?  Well, mostly professional development programs are not effective.  They lack direction, vision, and most of all they are only focused on in chunks.

An excellent professional development program should hit a few key areas.

  1. A deliberate approach to the development of the employees. If you are taking the time to invest in your people, you should take the time to decide what attributes are going to contribute to the goals of the organization or reinforce the behaviors the organization deems valuable.
  2. Evaluate the program. Take time to observe the professional development courses being taught.
  3. Refine the courses and ensure they support the organization’s vision. If you don’t write down the organizational vision, it is easy just to assume you are making decisions that support your decision.  But the opposite is usually true.  If your vision is to create “experts” at whatever job your organization does, but you also create policies that are designed to keep your people from making fundamental decisions, your policies are not supporting your vision of creating experts.  Experts do not need policies to keep from making mistakes with basic functions.  And beginners need room to make mistakes so they can learn from them and the experts.

If your people find your topics boring and there is little support for these professional development events, perhaps you have failed to show they are important.  Also, it is possible they are not interested in these areas because the organization does not value the topics.  They are probably not focused on when looking at performance appraisals or top-performer awards.  If the organization does not value the topics you are trying to develop, the people of the organization will not value the professional development.

Attitude is everything.  Most of a successful professional development program is about the attitude of the people involved.  Having people with a positive attitude and showing enthusiasm about professional development is easier said than done.  But there are ways to create this environment.  The first few classes should have a hand-picked audience.  The audience should be the employees with the best attitude.  By picking those with the best attitude, they will spread the word after the seminar that the material was worth it and they learned something.  At this point, you will have momentum, and you can continue to build off of this success.

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THE LEADER IN THE MIRROR

Robert E. Wood

To find a potential leader in an organization, we usually do not have to go very far. Just about the time you think there aren’t any candidates to fill a leadership position, a guy like me comes along and tries to help you see the not-so-obvious. Leaders are all around us, they just have to be proactively sought out and developed. A shortage of leaders is more often than not due to a shortage of leadership and training. Not everyone can look in the mirror and readily see the leader within even though the reflection could build a great deal of influence if properly coached.

Some leaders didn’t even know they were a leader until someone else enlightened them to the fact, then all of the sudden the unwitting leader begins to focus on his/her teammate’s actions and response to his/her approach. This is the usual progression from someone who was satisfied with their current situation, then is offered an opportunity to take on a larger role in the organization.

When we say a leader’s job is to make more leaders, it’s because leaders aren’t natural born; they’re trained to help others recognize and develop their true potential. Most people, who accidentally do something great, get credit and some positive reinforcement from a leader; usually feel good enough to want to do it again. This is the beginning of the shift to greater influence.

I would rather mentor a multi-disciplined employee who has proven their commitment to the success of the organization over someone with a degree or skill. A degree doesn’t prove competence or commitment and skills can be taught. A leadership team that is focused on reinvesting in their own employees will find more of those employees recognizing the leader in the mirror.

3 Big Problems with Your Managers

Accountability, Goal Setting, and Professional Development. That’s it, very simple to identify and equally important across all professions.  Having great first-level managers and supervisors are the most important positions you can have.  They have a difficult job in trying to translate the organization’s vision & mission into tangible task the employees can accomplish.  Not only that, but they must hold the line of accountability of the employees, support the values of the organization, inspire their people to achieve excellence, and develop and train their replacements. It is a daunting task, so let’s look at how to improve the big three!

Accountability is the foundation a manager operates on.  There are tons of articles and research on this topic, but the bottom line is most managers are rated poor at holding their people accountable.  Accountability starts at the top!  The only way to get better at this is to ensure you are holding people accountable.  It will trickle down from there.  Make accountability the manager and supervisor’s core responsibility.  You must evaluate them on how well they hold people accountable.  Teach them when they make mistakes and let them figure things out.

Goals.  So often we talk about goals and how important they are, yet we fail to identify them or worse, identify them but make them impossible to achieve or measure.  It is not always easy to establish goals.  Goals of perfection are a bad idea.  Do not use them.  Voltaire said, “Perfection is the enemy of good.”  I believe what he means is if you spend too much time on perfection you waste resources that could be used elsewhere to move from 99 to 99.1.  If they were utilized properly, perhaps you could improve another area from 70 to 90%.  See this article about perfection for more reasons why Perfection is Dumb.  Being good enough and not expecting perfection will drive your organization to great success.

Professional Development. The goal of this website is to provide professional development for everyone who wishes to pursue it.  In your organization, there may be little interest in professional development, but you should make it worthwhile. Outside of producing quality content that is, in itself worthwhile, the leaders of the organization need to tie rewards to attending professional development.  It cannot be mandatory but must be highly encouraged.  Tying it to performance evaluations, bonuses, and awards will give it the importance it deserves and will begin to change the culture of the organization to where it values it intrinsically.

One thing to note is that all three of these subjects must be worked on simultaneously.  Working on them independently in a vacuum will not bring about the results you are looking for.  They complement each other and feed off one another.  To maximize the effects, they must be considered a single item with three parts.

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