The TBs of Corporate universe

Don't let the toxic bosses (TBs) get you down

Toxic bosses are an organisational reality. Unfortunately, the corporate universe values the knowledge of leadership more than the actual practice of leadership, which is relegated to showcasing by some iconic leaders. The corporate universe, therefore, finds itself strewn with toxic bosses or TBs; those who know their leadership theory too well but their horrific real-time leadership practices would leave even their teachers red-nosed and embarrassed. 

However, success in the work-world belongs to those who have developed the ability to manage all kinds of complex bosses; they veer through the corporate maze much faster and with a lot more ease compared to those who never got such an opportunity or could tackle only simple passes. 

Whether your boss is an indecisive chocolate wrapper, an unambitious grunt, a control freak, a politician or a whip–cracker, all TBs are a blessing; they help you build your long-term versatility to tackle complex power equations. However, the question remains: what is the strategy to tackle TBs? 

Albeit not a panacea, my recommendation is that you first do a sanity check. Have a look around. Are you singled out or do others have a problem as well? Consult with your colleagues. Bosses have different experiences, styles, expectations and pressures for delivery. You have your own. Are the two in sync and aligned? He may just be a different boss and not a TB. It may just be a personality conflict or a temporary chemistry issue. I suggest if that is the case, don’t stand on egos. 

It is advantage TB, as he has power on his side. Do not make any career limiting moves. Rather, invest time to understand, align and synchronise styles with your boss. Having a one-on-one meaningful discussion will help. 

However, if your sanity check clarifies that the issue is not only with you but others in the department experience your boss similarly, then chill and relax with the knowledge that the trouble is generic and that your boss is a TB. He doesn’t lie awake all night masterminding special plans to torment you! 

You can now plan to meet as a group to garner a collective view — however, there should not be a political agenda to this. The idea of this informal group meeting is to document all episodes of toxic behaviour of the TB and give him effective feedback. Seek an appointment with the boss to discuss critical departmental issues, before you do this group meeting. TBs often cultivate moles in the team. Use such group meetings with the positive agenda to help the TB realise his unhealthy ways. This will help. Pray it does. 

Generally, TBs pretend ignorance, get into denial mode, justify their toxic behaviours to be in the interest of training the team members and so on. If TB behaviour continues, it is time to move further. 

Get HR involved now. Brief him on the episodes discussed in the group meeting. Toxic bosses may sometimes need plain talking to, at times they could also be helped with mentoring, coaching or perhaps counselling. HR is expected to keep the manager of the TB or the CEO (as the case may be) informed of the facts whilst setting up a meeting to discuss and understand the issues first hand with the TB. I presume it should give results at this stage, as I have seen it happen in a lot of cases. 

If despite this the toxicity does not reduce, approach the ombudsman. Approaching the CEO is the last resort for you and the group. 

However, throughout this period: 

Keep your professional face on and do not lose focus from the delivery of your KRAs. 

Avoid gossip or unnecessary coffee machine discussions on the subject. 

Continue respecting your manager, be personable. 

Never publicly react or confront TB’s insinuations. 

Develop Plan B: 

Evaluate internal career options and keep an external search on Toxic bosses are like a demurrage to an organisation’s culture and the prime cause for people exits from good companies. Detoxifying the system of such leadership is critical to organisations’ success. 

Courtesy: Adil Malia, Group president — HR, Essar Group