6 Signs You’re A Bad Boss And How To Change Your Behavior Effectively

Kathy Shanley, the Founder of Statice, served 30 years in the C-suite. She helps leaders and businesses level up their leadership skills.

Some bad boss behaviors, like a boss throwing files at people, are easily recognizable. Other behaviors can be subtle yet harmful, like failing to communicate properly, not showing up for one-on-one meetings or inappropriately using power to exclude people from decisions. What are signs that you are a “bad boss”? What can you do to become a good boss?

Based on Bad Bosses Ruin Lives and personal experiences, here are six signs to watch for and strategies to improve as a leader.

1. The Coercer …

… manipulates and bullies their team to prioritize their own personal interests over their team’s needs. This behavior creates a culture of fear and discourages open communication. As a result, your reports may feel powerless and stressed, shut down and keep their ideas to themselves.

To stop being coercive, think about why you are using your power to put yourself and your own goals and interests first. Is it a true lack of trust in your team’s capabilities? If not, could it be you’re struggling with your own self-confidence? Turn your observations into a learning moment and take a step toward putting your team’s needs first and giving them control and autonomy. It’s likely that when you do, your team will exceed expectations, which in the end does propel your own self-interests and growth.

2. The Avoider …

… doesn’t provide their team with the development, feedback and support needed for their success. Put simply, avoiders fail to show up for their team. They may frequently cancel check-in meetings and fail to respond to or read emails, failing to give much-needed direction and approvals to move forward on important projects and decision points.

When you catch yourself failing to be there for your team, think about how that impacts them and the business. Instead of saying “I have no time,” identify ways you can be more available to your team. Are there tasks you could forego or delegate to spend more time with your team? Be in the moment and provide immediate feedback on what’s going well and what’s not. Prioritize the development and advancement of your team as your own goal.

3. The Micromanager …

… is overly involved in their team’s work, often dictating personal preferences for when and how the work is done. One leader I worked with controlled work that she was considered an expert in; after a promotion that made her a supervisor of the work, she would criticize the way the data were presented and the process for completion. Her staff believed she lacked trust in them, and her overinvolvement caused frustration and even tears.

When you find yourself holding onto something, focus on delegation as an opportunity for growth within your team. Give your team the autonomy to perform their responsibilities and let them know you support them. Think about why you hired your people. Did anything change since you hired them, confident they were right for the job? And if there’s a reason you’re micromanaging, like a task is politically sensitive or you need to figure it out first, share why you are micromanaging it. You’ll build trust.

4. The Blocker …

… gets in the way of their team’s development or career progression and instead focuses on their own advancement. When given the opportunity, they may fail to acknowledge individual team contributions. As a result, it’s possible their team will be resentful, or they may not see any opportunities for advancement in their future.

Instead, invest in your team’s growth, thinking of it as a pathway for succession planning. Map out the skills your team needs to advance to a higher position. Consider creating a backup person for each segment of your job description. Be intentional about learning what’s important to your team and where they need your help. Ask them how you can support them with their work.

5. The Hoarder …

… selectively stashes key information without sharing it with the team. As a result, their team may duplicate efforts, make errors or miss goals. When faced with uncertainty about the future, they find safety in holding all the information. Without key knowledge, the hoarder’s team may begin filling in the pieces of missing information with their own interpretations or become anxious about the situation.

To improve, put yourself in your team’s shoes and communicate what you would need to know to perform your role and meet goals. Leave room for questions rather than assuming your team understands or knows what’s next. Focus on sharing a clear path to move projects and decisions forward. If you’re holding back because of uncertainty or rapidly changing environments, share what you can and let your team know when you expect to share more.

6. The Blamer …

… assigns responsibility to others when something goes wrong and refuses to take accountability. They focus on preserving their own reputation or avoiding criticism. As a result, team members may slow down to protect themselves from blame, hold back on new ideas or cover up mistakes.

A different approach is to view situations from a factual point of view when things don’t go as planned. Share your facts first, then provide feedback on what you see. Be a part of the solution in the moment it’s needed. Consider how strong respect is between you and your team. If there are gaps in where it is and where it should be, do the work to make your team know that you’re engaged and on their side.

You Have A Bad Boss Behavior. Now What?

Once you’ve determined you have a bad boss behavior, consider the reasons behind it. When does it happen most? How is it affecting the relationship with your team and the business? Taking these steps to recognize your bad boss traits and actively taking steps to address them helps you become the boss every business wants and the one your team needs to succeed.

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