Take A Stand

There are many ways for leaders to take a stand.  Most of the ways are not usually bad ways.  In fact, we would expect our leaders to take a position on many subjects, decisions and projects so that we can understand our alignment to the overall business or organization.  What happens when a leader refuses to participate in a major corporate initiative, and meanwhile, by default eliminates the team from participating?  Take it even one step further,  throughout the initiative, how can the leader ask the team why they are not participating?

This is truly a question of running-off-at-the-mouth.  This leader has put the team in an awkward position - do they participate, knowing the leader's position and therefore potentially become the object of ridicule or punishment from the leader?  Or does the team not participate and look like they are guilty of silo-thinking, not being part of the grander scheme of the company?  In either situation, the team is not able to properly function within the larger group.

What to do?  Ask the leader to advise on his position or re-think it.  Provide the leader with the perceptions that could follow for the entire team relating to their stand.

The Micro-Micro Manager

Hi!  Nice to meet you.  I am your boss.  I want to know your schedule for every second of every day.  In fact, you will grant me administrative access to your Outlook so that I can see your schedule whenever I want.  I can then call and check up on you, verify if you actually show up, just keep tabs on you. Also, just a warning, I will freak out if you change what you are working on for the day and don't record it.  I won't be there to see it, and it won't impact me in the slightest, I just need to be the one in control and you need to cater to my every whim!  I am the BOSS! Oh, and by the way, that will also give me access to your emails.  I'll read them too, especially if there is anything interesting from your spouse (like what to pick up for dinner or your weekend plans, hey, maybe I can join you or plan a meeting that will ruin it!) or team-mate banter (to make sure I am not the brunt of jokes or general discussion - no fun allowed.  I do not have a sense of humor that anyone but me would understand!).  At least then I can be in the loop and know everything about you! Have a nice first day at work.
Truly,
Your Boss

Have you had this message or scenario played out in your world?  What would you do?

What NOT to do? Really?

Yes, there really is a 'what NOT to do' in leadership!

Learning to lead is no easy feat.  Learning what not to do seems to come more naturally.

This blog is dedicated to everyone who has had to deal with a leader (more than likely called a 'boss') who made all the mistakes in the book. 

But where is the book? 

Well, I couldn't find just one.  You can find many leadership books on other sites...one just doesn't seem to cut it.

Here is a place to point out the NOT to do's.  I'll even start!  Please comment and add - tell your story ( but leave out names, protect the blogger, please).  I am sure that many people will be able to relate.

Even better - if you can provide tips on how to handle the 'what-NOT-to-do leader' that would be very helpful.

Here are a few to get started:

1. 
   
   Dr Jekyl/Mr Hyde: this leader/boss is mean and nasty one day and then overcompensates with false kindness the next because they realized their behavior was inappropriate.  What to do?  Learn to recognize the signs, usually they are taking something else out on you.
2. 
   
   Carrot and the Stick or the Stick and the Carrot:  this leader usually makes unfair decisions or judgement calls and then comes back to discuss solutions with you with a coffee or donut hand to share, seemingly attempting to make it all better!  What to do? Ask for the honest explanation, hold them accountable to the decision, you deserve to know the truth.
3. 
   
   The Jellyfish:  this is the spineless leader who refuses to make a decision, cause and deal with conflict or simply create an environment for good discussion.  What to do? You can't drown them so attempt to explain how they are affecting the morale of the team.  Do not be a jellyfish yourself, afraid to speak up.

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