HOW TO PREVENT AN EMPLOYEE FROM BECOMING A BAD BOSS!

We all have heard this phrase before, “People don’t leave organization, they leave bad bosses”, but has any one thought of the reason why an employee becomes a bad boss? According to a survey conducted by researchers at Randstad US, 60% of employees have left jobs, or are considering leaving, because of bad bosses. Employees become bad bosses when they are not taught how to lead after being promoted into a managerial position.

Leadership is about leading and developing self and others. In the process of developing own-self, leaders work on their personal values and align it with organization values. Though the list of organizational values and personal values is long, I narrowed it down to 3 values or character traits based on my 10 years of work experience and reading the biography of influential leaders. The 3 essential leadership character traits are:

Integrity

Would you work for someone who lives up to his words? Someone who is honest and truthful? Someone who always strives to learn from others and is open to criticism? Someone who is constantly striving to improve the quality of his/her work? Someone who takes responsibility and uphold strongest level of commitment? The probable answer is “YES”. Who wouldn’t!

But here also lies a question, does your boss or manager or father or our prime minister’s actions or behaviour demonstrates integrity? And more importantly does your behaviour demonstrate integrity? Can people quote your behavioural traits as an example of integrity?

Absence of humility is due to EGO and pride. Pride particularly in Pakistani society is systematic. One of the main reasons is because of the power and wealth inequality. Also, our colonial past, education system and political system have a role to play in infecting our society with pride.

Leaders who have integrity as a part of their value or character trait are able to build trust, create stronger bonding and gain respect in eyes of their team members. Referring to John Adair’s book on the leadership of prophet Muhammad, he talks about the high level of Integrity that he demonstrated in his trade and public life that helped him influence his followers even in an arrogant society like “Makkah” (place in Saudi Arabia).

Empathy

How would you feel if your manager does not understand your personal and professional problems? How would you feel if he or she is not willing to listen to your challenges, your situations and problems? How would you feel if your advice, opinion is not valued or respected? How would you feel if you hear sarcastic sentences like “so what”, “appraisal is around the corner” or “it is not a big deal” from your boss!

According to Dr Brene Brown, empathy is getting into someone else’s shoes and feeling what they feel. It is not only limited to acknowledgement of one’s problem but deeply understanding their situation.

Leaders who have empathy are able to build meaningful relationships with their team members. They are able to inspire, motivate and push their team members to go an extra mile, achieve extraordinary results and #Riseaboveordinary. As Jack Welch (Former CEO GE) said, “I don’t have any extraordinary quality, it is just my ability to get inside my team’s skin to understand their problems”.

Humility

Would you like to work with someone who withholds information to him/her self. Someone who displays arrogance? Someone who does not let you speak? Someone who makes fun of your questions? Someone who publicly humiliates you for your work? Someone who walks with pride around the office? Someone who thinks he is always right? Some who treat lower staff with disrespect? The probable answer is “NO”.

In the corporation context, leaders with pride can lead to numerous operational and managerial problems. Leaders with pride are not willing to learn from their subordinates, not like being challenged or taking feedback from juniors as negative or threating. All these factors make key performers quit.

Leaders who are humble view their key role as serving people and developing to become the future leaders of tomorrow. They are actively seeking new ideas, new perspectives and loves being challenged by their subordinates. This helps in creating a culture of learning and an atmosphere of creativity, problem solving and innovation.

About The Writer

Tanzeel is CEO of Meaningful Lives, who is a seasoned corporate trainer and coach with focus on behavioral and physical transformation through soft skills and wellbeing training. He has over 9 years of experience in training & transforming professionals and organizations in Australia and Pakistan. He has worked with top global organizations, include “Hudson Global Resource”, a leading MNC providing learning and staffing solutions in Australia. He has enabled organization and professionals in Pakistan to unleash their potential and reach peak productivity level by providing meaningful training solutions. Tanzeel has facilitated more than 550 trainings in Pakistan, has worked with more than 50 organizations and have trained more than 5000 professionals from all walks of life.

He completed his MBA from CQ University (Australia) in International Business and an ACCA Affiliate. He is a Certified Public Speaker from California Institute of Behavioural Neurosciences & Psychology and a Certified Professional Trainer from IAPPD, UK. Tanzeel also teaches Leadership and Management courses to MBA students. Tanzeel is also a Certified Fitness Trainer from Australian College of Sports and Fitness and Certified Boxing Trainer from Punchfit Australia.