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Alicia Blain

Entries tagged with “Corporate America”.


I know some people may be saying, “Duh. It’s the same thing.  A team is made up of a group of individuals”.  Yes, but do we manage the group or the individuals that make up the group?

I know it’s a subtle point but a leader’s perspective on that point has a palpable impact on whether they can attract and retain their most talented employees in today’s workplace.

The leadership models of the past and the ones most of us have cut our teeth on focused on the one size fits all theory.  That is, each of us has a leadership style that we are either comfortable with or have learned along the way and we apply that style to running our “teams”.   We don’t deviate much away from that style.  Actually, the more consistently we apply it the better since it shows we are treating everyone the same.  But does it actually show that?

I used to think it did.  After all, I was trained and compensated on how consistent my style was.  Everyone in my team knew exactly how I ran things and the subtle message was that they had to conform to that style if they wanted to succeed in my team.  I felt that my consistent, one size fits all style helped me weed out the non-performers, those people that were not , A-players, or at least they weren’t in my mind.

It wasn’t until I started hiring Gen Yers in my team and created a lab to figure them out that I questioned that approach.  I realized that I was leading the masses, the amorphous “TEAM” and not the individuals that made up my team.  By being consistent in my leadership style I was telling the masses how to conform. That gave me the advantage of running a very efficient and productive team. What I didn’t realize is that its side effect was creating sameness instead of variety. Now years ago, a lot could be said for efficiency and productivity and sameness. But as the pace of change increased and continues to do so at breakneck speeds, sameness is a creativity and innovation killer. 

What I discovered as I tried to make sense of Gen Yers  (certainly NOT the same as me)  was that if I wanted my team to be innovative going forward,  my leadership style had to take a more unconventional approach.  Instead of having my “team” conform to my leadership style, I had to understand and capitalize on the richness of skills, attributes and experiences that each person in my team brought with them.  Instead of leading the masses with a one size fits all style, I learned to understand, appreciate and leverage the unique, distinctive and one of a kind qualities each individual brought to my team.  That was a “massive” shift for me and a total game changer.

The days of one size fits all leadership are quickly coming to an end and are on life support.  Don’t try to hold on to it.  Let it go.  It’s a recipe for being left behind.  Embrace the unfamiliar so you can understand and capitalize on the unique talents each of your employees brings to the workplace.

In a recent blog, Seth Godin wrote a blog titled “Please consider Weird”.  In it he says that “The defining idea of the twentieth century, more than any other, was mass”.  He continues to say that the concept of mass is dead and that although that gets us uncomfortable it also provides us with a great opportunity.

The same applies to leadership. Although leadership of the masses (aka TEAM) is  our comfort zone,  we need to get uncomfortable to pave another way to harness the variety, creativity and innovation that each of our employees bring to the workplace. 

In a recent blog, Seth Godin wrote a blog titled “Please consider Weird”.  In it he says that “The defining idea of the twentieth century, more than any other, was mass”.  He continues to say that the concept of mass is dead and that although that gets us uncomfortable it also provides us with a great opportunity.

The same applies to leadership. Although leadership of the masses (aka TEAM) is  our comfort zone,  we need to get uncomfortable to create an opportunity to harness the variety, creativity and innovation that each of our employees bring to the workplace.

I think we do and we need to do it fast. In my last blog post I talked about how so many people have been approaching me lately about how unhappy they are in their corporate jobs.  I think the economic woes we’re facing are making people cautious about leaving a steady paycheck but at the same time, it’s highlighting just how pervasive poor leadership is within the corporate ranks.  When times were better, people had more career options and would leave a company when they got tired of its poor leadership. Today, they can’t and it’s putting a spotlight on just how de-moralizing poor leadership can be to a team.

Although leaders know they have the upper hand in this economy, they have to always remember that it won’t be like that forever. If they are lousy bosses, their employees know it and so does everyone else.

It’s not hard to re-imagine leadership so that you have happy employees. Any good leader will tell you that employees don’t want much – they want work that is fulfilling and they want to be respected and acknowledged for their contributions.  That’s it.  The problem is that many of us who have led for a number of years are sticking to some pretty outdated ways of leading that prevent our employees from getting those 2 simple things they want most.

So here are 3 things today’s hip and savvy leaders are doing to re-imagine how they lead in the 21st Century.

  1. They ask for advice.  Savvy leaders know that the days when they had all the answers are long gone.  Today, the employees in the trenches know more about what’s going on than they do.  After all, how current can you be when you’re stuck in meetings all day and most of your job requires you to ensure your team’s compliance with those countless regulations and policies required under HIPAA, SOX, MOUSE (just kidding).  Getting your team involved and listening to their ideas is instrumental for successful leaders in the future.
  2. They are willing to bend the rules. Let’s face it, the only way we are going to shed our old leadership comfort zones are to experiment with new ones. The only way to do that is if we bend the rules of how the game is played.  Now I’m certainly not advocating we go and break corporate rules and get ourselves into trouble.  I’m talking about breaking the rules we’ve used from the past to lead in the future. So for example, just because something hasn’t been done before doesn’t mean it shouldn’t be done. Just because our best practices don’t align with the new idea being considered doesn’t mean we shouldn’t test the “best” practice to see if                 something better should replace it.  Bend the rules and test the “what-ifs”.  Those  “what-ifs” are the secret to staying viable in the future.
  3. They learn. If you aren’t open to learning new things every day you will not make it as a leader in the 21st Century.  The pace of change is grueling and it’s constantly challenging what we know on any given day.  If you want to sit on your laurels and reap the benefits of the expertise you’ve developed in the past, you will become the poster child for poor leadership.  You need to be in constant learning mode to hold the privilege of leading a team going forward.  By your example, your team will know that they need to stay sharp and keep their skills up to date. And here’s a secret:  you know those pesky 20-somethings that drive you crazy?  They are a GREAT resource for you to keep you learning and to stay relevant with what is happening in the world today.

So how about it? Do you want to just take up space until you reach retirement or do you want to make a difference to the generations of up and coming leaders that are watching you for clues on how to be the best of the best? It’s your choice.  If we are to re-imagine what leadership is going to be in the 21st Century, it starts with us – the leaders that have the courage to be different, be bold and willing to shed the past to make room for the future.

Since I left corporate to start my business a few years ago, I’ve had a steady stream of inquiries from friends and colleagues about getting out of corporate. For some reason, over the last few months, those inquiries have increased significantly.  Now these are bright, talented individuals making very decent incomes who are absolutely miserable and disgusted with corporate life.  I point that out because many times people think it’s just the 20-somethings that are complaining about corporate life. No, folks.  It’s not just the Gen Yers – it’s Xers and lots of Boomers doing the complaining.

In every case , without exception, when I dig a little bit to find out what is at the root of the unhappiness, it turns out to be poor leadership.  There are many reasons given.  Here’s the top 10 list of complaints:

  1. My boss has no clue what’s going on in the team.
  2. My boss is a very good [fill in the expertise – salesperson, accountant, lawyer] but he’s a lousy manager.
  3. My boss doesn’t stick up for us and caves in to the demands of other departments or higher ups.
  4. The staff isn’t getting a raise but the higher ups are getting outrageous bonuses this year.
  5. My boss is so afraid of losing her job that she refuses to listen to new ideas we’ve presented that can help the team.
  6. My boss listens to people who are out of touch with the realities of what the team faces.
  7. My boss is not well respected by the higher ups or his colleagues and is ineffective.
  8. My boss is just holding on long enough to get retirement.
  9. My boss has a sink or swim mentality.
  10. My boss has no time for his employees.

Any of these ring a bell?  Which ones resonate the most with you?  What complaint isn’t on there that you feel strongly about? For me, the ones that would put me over the edge were #1, 3, 5 and 7.

After listening to so many people repeat these reasons over and over again, I wondered how so many leaders could be so clueless about how their employees felt? I realize that employees aren’t going to volunteer that information to their boss even if he or she asks. I also know that employees aren’t always forthcoming in giving that information on employee engagement surveys no matter how much the company tries to convince them their answers are “confidential”.

So I decided to post the top 10 complaints here in the hopes that leaders would read them and ask themselves 3 probing questions.

  1. Who is someone inside or outside the company that I trust that can give me an honest assessment of how I am perceived as a leader?  We all know people in our careers that are honest, trustworthy and discreet that can help us answer whether our perception of how we lead matches how others see us lead.  The answer might surprise you.
  2. Do any of these complaints describe my peers or bosses? Can any of them remotely describe me? Many times if you can spot these behaviors in others around you, it makes you stop and reflect on your own and causes you to take some time to be introspective.
  3. What is one thing I can do today to ensure that my perception of how I lead is aligned to how others see me as a leader?

Of course, to answer these questions truthfully require you, as a leader, to be objective about yourself.  But more importantly, it requires you to still CARE about being an effective leader. From the sounds of the heightened grumblings I’m hearing lately, that may be the missing ingredient.

So my question for you is: are you one of the leaders described in this Top 10 list?  What are you doing to make sure you’re not?

Last week, my friend, Gina Carroll, who also happens to be an awesome editor, reminded me that I had never posted the last blog in this series.  My bad.   So here goes.

The last of the disturbing trends that I see that can keep mediocrity alive & well in Corporate America is the resistance to tap into AND harness the talent that Millennials bring to the workplace.  Millennials have been in the workplace for 10 years now and still corporate leaders are having difficulty managing them.  As I work with corporate clients, I see their continued insistence to hold on to entrenched systems that worked in the past.  Having been in their shoes, I totally understand why they want to do that.  They have worked long and hard to get processes and systems in place. There’s a lot invested in corporate SOP (Standard Operating Procedures).  The thought of having to give up the tried and true for the trial and error isn’t something many leaders are enthusiastic about doing.

The problem is that continuing to hold on to the tried and true is a prescription for being left behind.  The Millennials are the messengers of the future. By pulling them into our 20th Century leadership comfort zones all but guarantees that we will miss the boat.  Instead, we should be letting them push us into the 21st Century.  But yet leaders are hesitant to do it.  This creates a Triple Jeopardy situation in the workplace.

1.      Exodus of talent. Talented Gen Yers leave the organization.  Tired and fed up with being hand tied and unable to make a difference, the very best and brightest just opt to leave.  Where is your future leadership pipeline coming from?

2.      Cost. The organization has just wasted time, money & effort on hiring those Gen Yers that subsequently leave.  In addition, the employees that remain have to pick up the slack until another replacement is found.  This further upsets an already overworked group of people.

3.      Rinse & Repeat.  The process of hiring the replacement starts the cycle all over again.  Without a solid plan in place to engage and leverage the talents Millennials bring, there is a high likelihood that the cycle of turnover will repeat itself again.   The organization is perpetuating the problem and falling further behind the innovation curve.

But it doesn’t have to be that way if leaders would be willing to shift their thinking a bit to see 20-somethings as allies instead of aliens.  By being unwilling to let go of the status quo, companies are snubbing their nose at 3 ways Millennials can bring profits, growth and vibrancy to the organization.  Here’s how they do that.

1. By being Solutionists.  20-somethings are wired to get things done. Whether it was the many demands placed on their time as young children, or the video games they play or the need to make sense of a chaotic world, Millennials are focused on solutions and being resourceful in getting to those solutions.

2.  Embracing Real-Time Reality vs. Delayed Action.  You will rarely see a Gen Yer opt to put something on a list so they can get to it later. They tackle the problem on the spot.  They look it up and get it done.  For Boomer leaders, this is uncomfortable and unsettling to see.  We prefer delayed action – let’s put it on our “To-Do” list,  let’s research it some more, let’s meet a few more times to explore the problem, etc., etc.  Millennials are in-tune with the fact that in today’s world, you won’t get to it later.  They never knew a time when there was time to spare.   Summers off to play? Only one after school activity? No volunteering on the weekends? This is all shocking to them because from an early age, their lives were full of activities that required you to be present and engaged and responding to things in real-time.  There is no missed window of opportunity.

3.    Plugging into the Collective.  You can’t beat a 20-something in their ability to tap the collective.   They realize that 2 heads are better than one and 10 are better than 2. They instinctively know to reach out to others in getting things done because the result will be a better product or solution.  Instead of the individual being front & center, it’s the group that works the magic.  The collective is at the root of the solution and the ability to tackle problems real time instead of putting it on the list.

Millennials have the 21st Century mindset imbedded in how they think, act and work. By understanding and leveraging that mindset, leaders can infuse fresh, new ways of doing things going forward.  Millennials are the messengers of the future and it’s vital that organizations retain the best of them.  We will retain them by letting them re-train our automatic defaults.  Those tried and true instinctive reactions we have worked so hard to master will get in the way of our ability to: make decisions in real-time, to test our best practices for future viability, to infuse innovation into our SOP.

If Corporate America is going to be a meaningful player in the future, it has to look inward and let go of a lot of the trash it has built up over the years.  Like Jennifer Hudson says in the Weight Watcher’s commercial ” It’s  a new dawn,  it’s a new day, it’s a new life”  for us as corporate leaders… and yes, embracing it all will also make us  ”feel good”  IF we give ourselves permission to be bold, experiment & try new things.  The Millennials are ready to work with us to forge a new way.  Are we?

Yesterday I was reading an article that referenced a survey conducted by Mercer  indicating that over 30% of employees are disillusioned and disengaged at work . For Gen Yers on the job, the number increases to over 40%.

The interviews I held with Gen Yers this past year validates the results of the Mercer survey.  In fact, I found that over 80% of the Gen Yers I interviewed had already left an unsatisfying job or were aggressively looking to leave.

But here’s what I find most baffling.  As I work with business leaders who want to get the most out of their Millennial staff, I find there is no desire on their part to change their way of leading or try something different.  A surprisingly large group of business leaders still believe that the Millennials are the ones who are going to have to adapt to the way organizations work.   I find that so many leaders are disillusioned themselves and are just plain tired of the corporate grind.  They have no desire or incentive to try something different, to capture the minds & talent of their Gen Y staff. Many of them have gone as far as to tell me that they are absolutely NOT going to “rock the boat”.  They are desperately holding on, keeping things the same until they can retire.

I find that to be sad and troubling.  By 2014, it is estimated that 50% of the workforce will be made up of Gen Yers yet they will be reporting to bosses who are holding on to the status quo and are not that motivated to engage & retain their young staff.  Many of them turn a deaf ear when it comes to understanding why Gen Yers are unfamiliar to them as new employees.  And even more interesting than that is that many leaders show a disconnect between how they raised their own Gen Y children and what they expect from them as employees.

Here’s an example. Recently, I was working with a manager who talked constantly about how involved she was in her college children’s lives.  She explained how she researched the universities they attended, talked with the dean and other assorted faculty & staff at the various colleges they were considering and countless other details that showed how involved she was in their selection and in their lives.  She didn’t think anything of her deep involvement in her children’s decisions and the ramifications that would later have.  After all, if someone is THAT involved in making decisions on behalf of her children, how can her children be expected to do things on their own.

While I worked with her, she was constantly receiving texts from her children & responding to them.  She called them often & researched things for them.  So you’d think that someone like that would have a lot of understanding and tolerance for Gen Yers that reported to her.  Not at all.  She constantly complained about how lazy & unmotivated her young staff was.  She was frustrated at how much time she had to “waste” holding their hand through every minor detail of their work.  She was appalled at their work habits but fully expected them to “get with the program” and figure things out themselves.  After all, no one ever showed her how to get things done.  She had to figure it out on her own and so do they.

See the disconnect?  Like my client, many Gen Y parents were and are heavily involved in their children’s lives. But when these parents put on their “leader/manager”  hats at work, they expect Gen Yers to miraculously figure things out on their own.  But how can they when all their lives Gen Yers have had hands-on advisors helping them every step of the way?

Unlike other generations of young workers, Gen Yers have many more employment options than existed in the past.  Many leaders mistakenly believe that with the recession Gen Yers are going to have to conform & “get with the program”.  They may do that temporarily but here’s something you probably don’t know about your Gen Yers that you would if you spent any time trying to get to know them.  Many Gen Yers have side gigs.   I believe Pamela Slim, author of  “Escape from Cubicle Nation” calls them side hustles.  In their spare time, Gen Yers are following their passion, volunteering in non-profits, working part-time at a home-based business.  The more disengaged they are at work, the more effort they’ll put into their side hustles.

They also have options around the companies they work for.  There are many successful companies that have been started by Gen Yers that are attuned to the needs to Gen Yers & are extremely attractive to them. Think Google, Facebook and many in the non-profit world such as Invisible Children.  And we haven’t even talked about the unprecedented access to angel funding & venture capital that is available to someone with an idea, a lot to offer and working for a boss who doesn’t care.

So my advice to leaders out there is this: If you want to attract and keep the best of  Gen Y talent and prepare them to lead effectively in the 21st Century instead of the 20th Century, let go of the status quo and stop holding on until you retire.   We owe it to our children, your young staff to give them the tools they need to be the great leaders of the future.

Drumroll, please…  The last & what I consider the worst of the 5 batty bosses at work is Mr. Snarly.

This is the angry, moody, obnoxious boss who spends his day screaming at everyone, regardless of whether it’s his team members, his assistant, his kids or the barista at Starbucks. He loves belittling people in meetings and has absolutely no manners or delicacy. He thrives on intimidation. Reporting to him keeps you constantly wondering when his tirade will fall on you.

Certainly not a fun person to work for.  It will amaze you how many Mr. Snarly’s still exist in the workplace today.  You would think with all the leadership advice out there & the money companies spend on mentoring their leaders & managers that a Mr. Snarly could never be allowed to exist & wreak havoc at work.  But they do.  And chances are, you will run into one if you are not already reporting to one.

That’s why it’s so important to ask probing questions during an interview especially for those first entering the workplace. Working for a Mr. Snarly right out of school is almost harmful to someone new to the grim realities of work. A young employee is not savvy enough or experienced enough to deal with Snarly’s tirades & unprofessional behavior. There are many seasoned professionals that can’t deal with that type either. But the point is to try & flush that out before you take the job.

If you don’t want to get caught working for Mr. Snarly, you need to ask probing questions when interviewing with your prosepective boss.  The person the position reports to has the ultimate decision in who gets hired. Here’s a insider tip. Most prospective bosses have interviewed hundreds of candidates over the years. They know that young people are  more focused on impressing them. They know that young candidates don’t know the corporate realities of being an insider.  After years of interviewing young people, they already know by heart the types of questions you will ask them – questions that are meant to impress them with your knowledge. 

What they don’t expect is for you to be a savvy interviewee & ask them questions like experienced candidates do. On the rare occasion a young person asks probing questions, the prospective boss immediately takes notice. I know I did when I interviewed.  Here is a person that is making the boss think about the answer instead of asking a question everyone else asks. This person will automatically stand out from the throngs of other interviewees they will see.  And that’s what you want.  You want to stand out & ultimately get the job.

So here are some questions you can ask your potential boss to make him think & take notice of you.

  • Can you describe your leadership style?
  • Give me an example of a famous leader you admire.
  • What are your top 3 pet peeves?
  • Do you enjoy mentoring your staff?
  • Give me an example of someone you’ve mentored in your team and what you liked and didn’t like about it.
  • How would your employees describe you?
  • What are 3 things you enjoy about leading your team and 3 things you don’t enjoy?

You need to listen carefully to the responses given since that will give you clues as to the type of person you will be reporting to.  Now that you know the list of batty bosses you can be better prepared.  You may hit the jackpot & find that you will work for a great boss.  If so, it is even more critical for you to do everything you can to stand out & get the job.  Great bosses are rare to find & when you find one, you want to work for them as long as you can.

If you currently work for a Mr. Snarly & can’t stomach his outbursts, now you have the questions you need to ask in your new job search.  Don’t get caught by surprise again.  For those college graduates interviewing for their first jobs, stay out of Mr. Snarly’s clutches.  Ask probing questions & know what you’re getting into.  The more you know, the less job shock you will experience when you start working. That means the quicker you can focus on making an impact on the inside & moving your career forward.  Instead of a deer in the headlights, you will walk into the spotlight with confidence & knowledge.

Have you worked for Mr. or Ms. Stupe?  Stupe is another Gen Y addition & it’s pronounced Stupee.  Short for Stupid. 

Yes, believe it or not,  you may work for a boss that’s not the sharpest tool in the shed.

When I started my career, there was a saying, “Screw up to move up.”  Do any fellow Boomers remember that saying? We’d use it every time an incompetent person got promoted. Back then, like today, it is often easiest for a company to get the stupid person out of the day-to-day and out of the way by promoting him. Not a smart move, but it happens. Mr. Stupee is ineffective running the team. Somebody else, usually a direct report(s), is the brains of the operation and allows Mr. Stupee to get away with his incompetence.

Discovering that you work for Mr. Stupe was shocking back in the day & it’s even more shocking today.  This is the type of thing most young people don’t realize when they are interviewing for a job.   Because they don’t know what awaits them as insiders, they don’t know what to ask  to try & find out.  It’s so important to ask the questions.  Not only is it eye opening & valuable to know what you’re getting into but did you know it gives interviewees a leg up in the interview process?

More  about that in our next & last post in the series.  Batty boss #5: Mr. Snarly – the worst of the bunch.

Mr. Sleepless in the office.  That’s batty boss # 3.

This is the workaholic boss. You will get an email from him at 2:00 a.m. and he calls you from the office at 7:30 a.m., wondering why you aren’t in the office. His standards are pretty high and he’s not very forgiving with anything less than your best. If he’s putting in all those long hours, you should be too. If you aren’t, you will quickly get on his radar. These types are usually over-stressed, burnt out and impatient. They are tough to work for and are not very understanding of the personal demands or issues their employees may be facing.

So here’s a confession.  In my early years as a manager,  I was a Ms. Sleepless.  I’m one of those people that loves to work & can work non-stop if I’m not careful.  Early on in my career I expected my team to be working alongside me.  I had the attitude that “if I did it, you could do it, too”. With time, I realized I was burning out my team and myself.  Just because I liked to work non-stop did not mean I should & it certainly didn’t mean my team should either.  In fact, it wasn’t productive to do that.  It was a painful lesson to learn because I lost a lot of great people who got tired of working for such a work horse. 

In fact, the lesson was delivered by Nick, someone who worked for me a long time ago.  A brave soul who decided to speak up & share what everyone in the team was feeling.  Why did he do it?  Because he took the time to observe me and to see what made me tick.  For weeks before he approached me, he watched how I reacted to information and the best way to deliver that information in a way that was well received by me. He noticed that even though I was a workaholic, I was open to feedback from the team.  I was tough but I listened.

Nick could see that I had the potential to be a good boss if I just lost the Ms. Sleepless tendencies. So he spoke up.  He delivered the difficult message in an objective, non-judgmental way that I could relate to & digest.  And I did. Nick’s plan worked.

When I asked him how he knew his risky move wouldn’t backfire on him, his response was priceless.  He said he wasn’t sure it would work or not but he knew that by not saying anything, things would not change.  I’ve never forgotten what he said to me.

He said, “You are the gatekeeper of my career.  Good or bad, that is the reality. If I want to advance I have to make the relationship work.  To do that I had to figure you out.  Once I did, everything else fell into place”.  It’s a win-win for both of us.

And it was a win-win.  Because your boss – batty or not – is the gatekeeper of your career, it behooves you to figure him out instead of expecting it to be the other way around.  When you take the initiative to do so, the options of how to handle his battiness will surface.  You’re in control, not the other way around.

Next up, Batty # 4: Mr. Stupe (pronounced Stupee).

 

So the next type of batty boss I’ve observed is Mr. Schmingle. I have to admit that I had another name for this type but the Gen Yers I spoke to suggested other names & I chose this one.  I love what it means & how it sounds.  

According to Gen Yers, a schmingler is someone who spends his time schmoozing and mingling – schmingling with everyone.

Mr. Schmingle wants everyone to feel good and so he tells you what you want to hear. The problem is everyone is hearing something different. Things get so convoluted you don’t know fact from fiction. His inability to be straightforward makes people question his honesty and intentions. You simply don’t know where you stand with him.

Have you worked for a Mr. or Ms. Schmingle?  Probably.   I have and it’s one of the most annoying & difficult types for me to work for.  When you find yourself working for a batty boss, the first thing you need to do is get your venting out of the way. It’s a natural reaction for all of us to rail against a batty boss especially if he really rattles your cage.  It’s okay to vent – just don’t vent with your coworkers.  If you want to tweet about the latest bonehead thing the schmingler did… think again. If you want to throw darts at his picture & post it on your Facebook wall, it would probably be amusing to your friends but not a good idea either.

If you have to vent, call or text a friend (after work on your personal cell).  Just don’t do it at work near coworkers who are plugged in to the Gossip Network.  You know the Gossip Network, right?  It’s the rumor mill, the juicy stuff people love to spread around & gossip about.  It’s amusing to listen to the Gossip Network,  just don’t be a contributor.

Once you get the venting out of the way, it’s time to fight back but in a smart way not a belligerent one. If you don’t want your career to be derailed, then you need to figure out this particular breed of batty boss & work with him.  First thing you need to do is put your emotions aside. It’s hard to do at first but with practice, you can do it.  Next you need to be observant.  Who are the people in your team that get along with the schmingler or other batty breed?  What does batty like about these coworkers of yours? How do your coworkers handle batty? 

Make a point of observing your batty boss for the next few days.  Keep an open mind & see what makes him tick.  See who works best with him. In the next post, I’ll tell you why that’s important.

So how about you? Do you work for a schmingler?  What winning strategies have you used to get around the schmingliness & make the relationship work?

Next batty breed: Mr. Sleepless.  Can you guess what floats his boat?

I’ve been spending a lot of time with Gen Yers lately & so many of them are telling me how shocked & disillusioned they are when they enter the workplace.  I think that we can all relate to how surprised & often underwhelmed we were when we started working as young adults. I know I can.

With Gen Yers specifically, I think the shock is greater because they’ve always had a lot of support & guidance from their parents, educators & career counselors. In talking to Gen Yers who have made the transition from college to a career and have been working for a number of years, I find that a few things particularly shock them when they start to work.  One of the biggest is the expectations they have of  their boss.

Like  many of us once did, Gen Yers believe they will work for a boss who cares about them, wants to mentor them and helps them advance their careers. Yet the reality is that there are whacko bosses in corporate America – and they often prevail over the good ones. It’s one of the hardest & most disappointing realities we face as employees.  I remember how disillusioned I was when I worked for my first whacko boss.  Can you?

What I realized is how important it is to understand what types of crazy bosses are out there so you can spot them & learn how to deal with them.  Another hard reality of being an employee is that you will always have to deal with batty bosses.  It doesn’t matter what company you work for – the names will change but the battiness will remain.

In my experience I’ve found that there are 5 types of Batty Bosses. The first one that comes to mind is Mr. Scheemy. Of course, it can be a Ms.  or Mrs. Scheemy as well.

Just like the name implies, this boss is a schemer. He says he’s your champion and sees you going far in the organization. You work hard to show your commitment.

When the annual review arrives, he describes all the things he tried to do “for you,”  how he went to bat for you but couldn’t get you what he promised or what you had hoped. The truth is he never went to bat for you or anyone else. He’s no one’s champion but his own.

Sound familiar?  I’ve worked for a Ms. Scheemy & at first, the experience was not pleasant.   I complained, I was angry & was ready to quit.  Then a wise person in the company asked me this: “Do you think this company has exclusive rights on crazy bosses? So you quit & go work for another company.  What makes you believe you won’t find another Ms.Scheemy there?”

Wow.  Good questions and tough to answer.  He was right.  From what I could tell batty bosses were everywhere at work.  I had nightmares where I saw myself  job hopping from one company to another in search of the good boss that might never appear.  Not a good visual.

So I decided to take control of my career instead of putting it in the hands of Ms. Scheemy.  I’ll share how I did that in the next post when I talk about Batty Boss #2: Mr. Schmingle.

What about you?  Do you work for a Ms. Scheemy? Are you giving her control of your career or taking control back?

Hey, college grads… What questions are you asking in your  job interviews to find out if your boss is batty. Stay tuned to find out more about that, too!