Stop Toxic Bosses... Who Demotivate My Team
20 March 2013
Read by 1958 persons
Text: A field manager's superior is often more clumsy than malevolent. When they interfere in the team's work, their intentions are not to motivate the team. They are focused on monitoring actions and strategy. It's important not to let demotivation spread through the team. With a good dose of diplomacy and improvisation, you can rectify the situation. Here are five proven tactics.
1. Reassure the destabilized team
The situation: "I want everything ready by the day after tomorrow!" The order barked out by your superior paralyzes the team. You had just explained that you still had eight days to finish project Z. Oops! You are contradicted publicly and your colleagues are affected: the timing is unsustainable.
The solution: React immediately. Look your boss straight in the eye, insistently, and address the group. "I see that we clearly have less time than expected. I'll check with Jacques and I'll get back to you to confirm the schedule!" You thus imply that you didn't have time to coordinate between managers before the meeting. This will lower the pressure among the team.
2. Smooth over visible disagreements with your boss
The situation: Cost reduction amount, how to merge teams, change of strategy... Disagreements with the boss are piling up and the rumor mill is working overtime: the two managers don't get along. As a result, the team, feeling out of control, bets on who will win. It's chaos!
The solution: Downplay your point of view depending on the seriousness of the situation. It's better not to try anything if the disagreement is minor, and clarify things privately if it's anecdotal. "Yes, we disagreed about Bruno's evaluation, but it's settled."
However, if the divergence is significant, reaffirm the official position (of the superior) in a meeting.
3. Gently deflect sensitive topics
The situation: "The system crashed three times, it's still not fixed! Frankly, I wonder if you're incompetent?" It could also be the incomplete or late Y file; in any case, the boss, who stormed into the open space, is furious! The IT people are stunned and humiliated, the project Y manager is downcast.
The solution: Intervene: "I see that the issue hasn't been addressed in the desired depth, I suggest that Eric discuss the breakdown (or project Y) with his colleagues this evening, and we'll talk again tomorrow." If the scene unfolds in a meeting, change the agenda and postpone the burning issue. Efficient, provided you have presence of mind.
4. Cover the team
The situation: "Once again the document is not up to standard! It's bad." The boss interrupts. He becomes aggressive in public.
The solution: Take the remark for yourself and adopt the doormat strategy: "Yes, it's true, but we'll improve. This is one of the areas for improvement we've identified." Thus kept at a distance from the boss, the team will feel defended, protected.
5. Recenter the disruptor(s)
The situation: The consultant who came to reorganize the department makes unexpected recommendations that were never discussed. The man is secretly directed by your boss. Instead of waiting for the team's position, the latter has decided. As a result, the team no longer understands anything: who works with whom? Who talks about whom and about what? And the momentum of goodwill is broken.
The solution: Act in three steps. 1/Rebuild the team around you by reminding everyone of the objectives, resources, project means, the level of confidentiality and loyalty of each member. 2/Recenter the consultant, privately, on the same themes. 3/Confront your boss -yes, yes- to his actions. "What's your opinion on these recommendations? Because there are messages coming from you, apparently. Otherwise, can you give us some space to move forward?" It's better to be frank with your superior, except in special cases. And when faced with an objection, use the phrase "yes and at the same time" rather than "yes but", which will bring the boss's opinion closer to yours.
Lexpress.fr
Posted online March 20, 2013.
1. Reassure the destabilized team
The situation: "I want everything ready by the day after tomorrow!" The order barked out by your superior paralyzes the team. You had just explained that you still had eight days to finish project Z. Oops! You are contradicted publicly and your colleagues are affected: the timing is unsustainable.
The solution: React immediately. Look your boss straight in the eye, insistently, and address the group. "I see that we clearly have less time than expected. I'll check with Jacques and I'll get back to you to confirm the schedule!" You thus imply that you didn't have time to coordinate between managers before the meeting. This will lower the pressure among the team.
2. Smooth over visible disagreements with your boss
The situation: Cost reduction amount, how to merge teams, change of strategy... Disagreements with the boss are piling up and the rumor mill is working overtime: the two managers don't get along. As a result, the team, feeling out of control, bets on who will win. It's chaos!
The solution: Downplay your point of view depending on the seriousness of the situation. It's better not to try anything if the disagreement is minor, and clarify things privately if it's anecdotal. "Yes, we disagreed about Bruno's evaluation, but it's settled."
However, if the divergence is significant, reaffirm the official position (of the superior) in a meeting.
3. Gently deflect sensitive topics
The situation: "The system crashed three times, it's still not fixed! Frankly, I wonder if you're incompetent?" It could also be the incomplete or late Y file; in any case, the boss, who stormed into the open space, is furious! The IT people are stunned and humiliated, the project Y manager is downcast.
The solution: Intervene: "I see that the issue hasn't been addressed in the desired depth, I suggest that Eric discuss the breakdown (or project Y) with his colleagues this evening, and we'll talk again tomorrow." If the scene unfolds in a meeting, change the agenda and postpone the burning issue. Efficient, provided you have presence of mind.
4. Cover the team
The situation: "Once again the document is not up to standard! It's bad." The boss interrupts. He becomes aggressive in public.
The solution: Take the remark for yourself and adopt the doormat strategy: "Yes, it's true, but we'll improve. This is one of the areas for improvement we've identified." Thus kept at a distance from the boss, the team will feel defended, protected.
5. Recenter the disruptor(s)
The situation: The consultant who came to reorganize the department makes unexpected recommendations that were never discussed. The man is secretly directed by your boss. Instead of waiting for the team's position, the latter has decided. As a result, the team no longer understands anything: who works with whom? Who talks about whom and about what? And the momentum of goodwill is broken.
The solution: Act in three steps. 1/Rebuild the team around you by reminding everyone of the objectives, resources, project means, the level of confidentiality and loyalty of each member. 2/Recenter the consultant, privately, on the same themes. 3/Confront your boss -yes, yes- to his actions. "What's your opinion on these recommendations? Because there are messages coming from you, apparently. Otherwise, can you give us some space to move forward?" It's better to be frank with your superior, except in special cases. And when faced with an objection, use the phrase "yes and at the same time" rather than "yes but", which will bring the boss's opinion closer to yours.
Lexpress.fr
Posted online March 20, 2013.
