Bad Boss, Even Change Leader, Not a Career Dead End!
Posted by Todd VanNest on Tue, Aug 24, 2010
Having a bad boss is clearly a drag--sometimes, as outlined in this B-net blog post http://www.bnet.com/blog/ceo/how-to-deal-with-a-bad-boss-dont/5409?promo=713&tag=nl.e713 your only option is to leave the job/company. Of course, there are circumstances that border on hopeless--e.g., you're in a small town working for the only large employer and your boss is the knuckle-headed son of the owner.
Many professionals get particularly itchy and weigh their "fight or flight" options when some dolt gets assigned as the leader of a change initiative and s/he inherits this village idiot, philanderer, or organizational cancer as a boss for the duration of an initiative.
As outlined in the b-net post, traditional options for dealing with this dolt are easily sorted into fight (go to HR, go over his head, sabbotage his efforts) or flight (quit). However, as an Executive Coach, I can assure you that there are many additional options--particularly when sabbotaging a project you believe in (something most of us would never even consider) is not an option and your role on the project can provide you with a nice career boost (visibility, influencing strategic work, adopting new practices and learning new skills). These options require some significant work and patience, but can be very successful. Consider the following coaching options--all of which can be successfully deployed by a "subordinate" or team player (i.e., it does not require that you are a highly paid consultant/coach).
__Ensure that, one-on-one if needed, you get him to discuss his personal goals. Help him articulate how achieving team goals helps him achieve these personal goals.
__Volunteer to create detailed metrics and reporting tools, assuring him that he can avoid "flack" and "hen-pecking" by higher-ups by keeping these metrics and continuous reporting out front (don't say, "transparency"--you'll scare him back into his cave!).
__Point out the unique (complementary) talents of team members and encourage him to make the most of these with delegation and informal role assignments within the team or with key stakeholders to "minimize the unreal demands on your time."
__Create stakeholder communication forums (sharing dashboards, user forums, project updates, etc.) so that the meetings where the only the weak leader (bad boss) attends are not the only channels for managing impressions with key stakeholders.
__Serve as a buffer between the boss and project staff so that he does not discourage or disenfranchise these players on whom the initiative relies.
In the moment, hopelessness can set in. However, the tactics outlined above are highly effective. Benefits include "saving the project from him" and saving your own career and/or sanity in the process. I have even seen them used to get a bad boss or change leader promoted out of the project--that's "passing a bad penny," but was good for the multi-million dollar project and all involved.
For more on how to drive a stronger stakeholder orientation and measurement focus in change initiatives, creating greater accountability and success, visit our site dedicated to change measurement:
http://www.changemanagementmetrics.com
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