For almost 10 years, I have been working as a technical writer and a project manager. During this time, I’ve seen many people grow into leading positions, either gradually or immediately. I’ve seen this happen both from the perspective of a subordinate and as a manager myself.
Many people in leading positions tend to forget where they are coming from, what’s important to their staff, and how it deals - or doesn’t deal - with bad bosses. These managers spend so much time understanding and pleasing their own bosses that they forget to consider what is important to their staff.
They lose sight of what really matters to be a great manager. The next story is based on situations that I have witnessed way too many times in the past. I hope it will open the eyes of many managers… and make their “victims” understand why this happens and how to deal with it.
High hopes and a big letdown
Meet Greg. Greg started as an enthusiastic software developer and, like many, dreamt of a big career. Money, power, and freedom to act on his own beliefs and ideas — that was six years ago. What seemed so tempting as a naive junior professional turned out to become an endless routine of solving conflicts and being the first person to be blamed for missed deadlines, lack of quality, and squicking office doors.
But at least his supervisor thinks highly of Greg. They meet twice a month for half an hour to discuss the progress of the latest action items. Greg is very goal-oriented, always delivers what he promises, and fulfills the KPIs. This outstanding performance results in a nice bonus each year, plus a raise to compensate for all of his troubles. Well, at least the money he dreamt of as a young man became true.
So why is it that one part of his team complains 24/7 about their work and his behavior? Why is it that the other part of his team never complains, but has big issues meeting goals within the required quality and is calling in sick about 25 % of the time?
Why everybody in Greg’s team hates their jobs
Steven is one of the people who call in sick regularly. He does NOT like going to work; he doesn’t like the tasks, he hates the office, and he despises how Greg deals with the team. Everything could have been so great: Just like Greg, Steven started as an enthusiastic software developer. However, he never had any ambition to grow into a leading position. All he wanted is to code, to work on exciting new software concepts.
When he graduated, he was bursting with ideas. So, naturally, when he was hired by Greg, he did the best he could to make suggestions for improvements. Greg seemed very open-minded at first, but after Steven’s third suggestion, he started realizing something: Greg didn’t care for his ideas. He nodded them off, patted on his back congratulating him on the great initiative, and then… nothing ever happens. The ideas got lost in the graveyard of good ideas that just weren’t in line enough with Greg’s vision.
The problem is that while Steven has a lot to offer in the analytical department, he lacks self-confidence. Being the sensitive person he is, he doesn’t want to challenge Greg on his behavior. Steven knows that this will turn into a conflict faster than Donald Trump declares something he doesn’t understand to be fake news.
When talking to his colleagues, all of them encourage him to speak up, if not in person, at least through the works council, the HR department, or even contact Greg’s supervisor directly — as a last resort, of course. Steven could tell from the reaction of the others that they felt the same way about Greg, however, nobody dared to criticize his behavior. Even if somebody ever had the guts to confront Greg, he would just shrug it off as an isolated incident.
Why all options lead to an unwinnable war
Let’s fast forward a bit: One year later, Steven is still working under Greg and he still hasn’t brought up the courage to confront him about his shortcomings; in fact, nobody did. He lies in bed, desperately trying to fall asleep; but his mind is racing. Greg has robbed him of every motivation to go to work. What can he do? He weighs his options and plays them through in his sleep-deprived mind:
Confront Greg face to face
The honorable thing. In Steven’s mind, he approaches Greg and nervously discusses the issues he had with him. In the fantasy, Greg always reacts aggressively, demanding Steven to learn his place in the hierarchy, pushing him out of his office, and slamming the door. Yes, honorable indeed, but with a high risk of irritating the one person who directly decides about your future in the company.
Complain through HR
Telling on the boss, part 1. He could go to the HR department, as they always pride themselves on their open-door policy. They would surely listen to Steven’s problems and show sympathy. But what would happen next? Steven knows that at some point they would ask him whether he wants to talk to Greg, together with a mediator from HR.
Alternatively, they could talk to Greg about the problems he described. However, in both scenarios, Greg will find out who sold him out, either because Steven will be in the talk as they speak about the problem or by deducing that the situation described by HR could have only been about Steven. Again, game over.
Complain through the works council
Telling on the boss, part 2. As Steven tries to paint a mental picture, his mind immediately jumps to the same conclusion as with the HR department: Greg finds out, Greg gets furious (probably even more than with the HR people), Greg makes sure that Steven’s career is history.
The very next day, Steven calls in sick again and starts looking for a new job. Three months later, he leaves the company and a confused team manager who deemed everything alright with one of his favorite team members.