What is the difference between a bad boss and a good boss? Most people will answer that question using the following or similar words:
|Bad Boss||Good Boss|
One way communicator
Commands and controls
Uses direct & implied threats
Divides and conquers
Never follows through on commitments
‘Do what I say not what I do’
Plays office politics
Treats others as subordinates
Thinks that they are the ‘expert’
Use intrinsic motivation
Encourages and empowers
Models the way
Proactively manages performance
Put others needs first
Good managers earn your trust by doing what they say, demonstrating their competence and showing you that they care. A poor one might know some of the latest theories, and spout the right words, but their behaviour will be totally at odds with them.
These types of ‘fake’ managers have been parodied in many comedy programmes from Faulty Towers through to The Office, and most people can spot them a mile off. But why do some managers behave as if they were David Brent? There are many reasons for this: for a few it’s their own ego, for some it’s a lack of appropriate role models and for others it’s a lack of formal Management Training. In our experience however, it is too often the later that is the main cause. Frequently people are promoted into management positions but are not given the right support, or Management Training to fulfil their role adequately.
In these circumstances the newly promoted Manager tends to do what he or she knows best, and that is their old job. In reality they remain ‘doers’ but with a management title.
It is essential therefore that newly appointed Managers and Team Leaders are given the appropriate Management Training to give them every possible chance of success. The training should help them to understand the importance of and to develop the ‘right’ behaviours such as:
- Integrity – Demonstrating a conscience and sound ethics.
- Confidence – The appropriate self awareness and display of self belief.
- Influence – The ability to encourage others to follow, to lead by example as well as by persuasion.
- Authenticity – Acting naturally, being true to oneself and ones beliefs.
- Communication –. Ability to listen and understand others. Ability to be understood by others both, verbally & in writing.
- Challenge – Not accepting the status quo. Taking on the difficult things, and encouraging others to do so.
- Collaboration – Working effectively with other people, their team, peers and boss.
- Flexibility – Adjusting and adapting to changing circumstances. Learning from mistakes as well as successes.
- Growth – Learning, developing themselves and others.
- Motivation – Ability to get others to want to do the things that need to be done.
Given the right type of support and Management Training, it’s our experience that newly appointed Managers are able to develop the behaviours necessary to lead and motivate their staff thereby preventing them from becoming the next David Brent!