GOOD
BOSS BAD BOSS
How
to be the Best… and Learn from the Worst
ROBERT
I SUTTON, PhD
SECTION II
WHAT THE BEST BOSSES DO
CHAPTER 7:
DON’T SHIRK
THE DIRTY WORK
Every boss must do things that upset
and hurt people. It’s your job to issue
reprimands, deny budget request, and transfer employees to jobs they don’t
want. The best bosses don’t delay or
duck difficult deeds. Bosses of the most
productive work groups confronted problems directly and quickly, issued more
warnings and formal punishment.
Bosses sometimes initiate dirty work
because they believe it is the right thing to do. Other times, bosses are asked to implement
decisions they disagree with. They realize
there are times when it is wisest to do a good job of implementing a bad
decision. The upshot is there are times
when every boss must do things that hurt others. But there is a big difference between what to do and how to do it.
Research by behavioral scientist
shows that dirty work does less harm when bosses add four antidotes into the
mix: Prediction, Understanding, Control,
and Compassion. Good bosses express empathy and warmth when
delivering bad news and implementing change.
1. Predictability
The best bosses do everything
possible to communicate when and how distressing events will unfold. Predictability helps people know when to
relax versus when dread and vigilance are warranted. Bosses who expose people to shorter, fewer
and more predictable rounds of distress promote both performance and
humanity. Predictability is all about
creating realistic expectation.
2. Understanding
Human beings can’t help wondering why
things happen. We are obsesses with and confronted
by expectations. When people have no
information, they fill the vacuum by inventing and spreading false and often
frightening explanations. The best bosses
know it’s better to give people explanations they dislike than no explanation
at all. Even when bosses can’t stop bad
things from happening to people, less damage result when they carefully explain
what will happen and why. Skilled bosses
make their explanations as simple as possible and repeat them over and over
through multiple communication channels.
When fear or uncertainty is in the air, your mantra should be: Simple, Concrete, Credible, and Repetitive. When fear or uncertainty is already in the air,
people have trouble hearing the facts and are prone to assuming the worst, even
when things are going well.
3. Control
Great bosses help followers feel
powerful rather than powerless. Behavioral
scientist define the perception of control is where a situation which
transformed
people
who felt overwhelmed and helpless, after accomplishing a string of small wins,
into people who felt there is a strong link between their actions and meaningful
changes around them.
Study shows that when people
experience some control over their lives, they enjoy better physical and mental
health.
4. Compassion
The best bosses convey empathy as
they make and implement tough decisions – which bolster performance and
humanity. You should treat people the
way you’d like to be treated. When bosses
lack compassion, employees even the score.
The dirty work
i. Is it necessary?
There are certainly times when
punishment, demotions and other tough moves are most effective. Yet, creative bosses consider if a different
path is better. Before taking a tough
action, ask yourself ‘Am I doing this
because it is what we’ve always done here or what everyone else does in other
organization?’
ii. Do you have the power to do it right?
When for practical reason, it is
difficult or impossible to punish employee misdeeds or remove poor performers,
imaginative bosses sometimes still find ways to persuade people to change their
destructive ways. When bosses don’t have
the power to do dirty work right, figuring out the causes of bad behavior and
trying something creative rather than punitive may be the most promising path.
iii. Is the peer culture on your side?
Bosses who are known as fair and
consistent will get more support from peer culture when they do their dirty
work. In the best workplaces, bosses and
their charges agree on what is right and wrong.
Peer power can backfire. Peer culture
is maintained when bosses set the right expectations with influential members.
iv. Are you living in a fool’s paradise?
Just because you fancy yourself as
fair and humane, does not mean your people see it that way. Punished employees often turn into alienated
and angry back-stabbers. As a boss, you
can’t always (let alone control) how people react to you.
v. Is that lie worth telling?
Research reveals that when people
believe they are dealing with a liar (or a pack of them), they get angry,
retaliate by bad-mouthing them and withholding effort, and lose faith in
otherwise competent bosses. What you as
a boss have done in the past colors how people respond to the moves you make.
vi. Can you keep your big mouth shut?
Dirty work requires discretion. Initial conversation among decision makers
are often best done in small groups by circumspect people. Although there is time for open communication
of facts, destructive rumors (and facts) can fly and people can be damaged by
bosses who can’t keep their big mouths shut.
vii. Do you need a bad cop?
Treat being the boss as a team
effort. If you can’t do the dirty work,
recruit a bad cop to do it for you. If you
love being tough (but compassion isn’t your thing), team up with a good cop.
Beware Of The
Revenge Trap
No matter how necessary the dirty
work may be, the people your actions hurt sometimes battle back. As a boss, keep your anger and vindictiveness
in the heat of the moment.
The best bosses master the fine art
of emotional detachment. They learn to
forgive people, especially those hurt by their dirty work. And they learn to forgive themselves. Forgiveness is not only useful for breaking
out of the vicious circle of revenge, but people who let go their anger also
enjoy better mental health, have lower heart rates and blood pressure and sleep
better.
to be continued......
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