In trying to refine my managerial style, I have taken  to writing it down in order to force a clarification. Having been in the “world of work” for a while, I have been subjected to several kinds of management styles, from Laissez Faire to extreme micro-management. Some worked better than others for me. When it worked poorly, sometimes it was an issue with my managers, sometimes it was an issue with me. We all go through these phases. That said, I despise being micro-managed.

There is a lot of good writing on bad bosses. I am a fan of Jim Miller’s Best Boss, Worst Boss, which you can find on Amazon. I have been thinking about the parallels of two bad work environments I have been in, across the two decades of my career, lately.

In two notable cases, I have been in what I call toxic environments. These are work environments where the work and the management are punishing. In both cases, it involved bullies and bobbleheads.

In both toxic environments, the management culture was one of bullying. It was one where you were not rewarded for new ideas, but rather were rewarded for doing what you were told.

Now, I realize that business is not a democracy. But it is the responsibility of management to set up an environment where it is possible to get the most out of the human potential available. As I Have said in past, Leadership, done correctly, can get people to achieve at a level that even the people themselves did not know there were capable. This was a lesson I first learned in graduate school at the University of Wisconsin from  my advisor, Raghu Ramakrishnan.

Bullies

The bullying comes in the form of a supervisor who believes he or she (usually a he) has all the right answers. In these environments there is little room for discussion. There is also a frequent appeal to authority in workplace conversations, like: “Larry wants it this way”, or “I know the issues, but this is what Larry wants”, or “Larry said to do it this way, and I am just truing to get him off my back.”

In my experience, managerial bullying is usually the result of a noxious mix of arrogance and insecurity. “Knowing the way and Showing the way” are important but it has to be done in a way that is not overtly de-motivational. This is often a fine balance to walk. Nevertheless, the “My way or the highway” mentality will have a negative effect on retention.

Bullying can also come from managers who are not secure in their position. They often feel threatened by subordinates who challenge ideas. It is a good leader who can rise to the challenge and defend their ideas.

I can think of several well placed, and highly compensated, executives who would not tolerate any discussion the pros/cons of the extant strategy. This appeared to be primarily as a result of not wanting to call attention to an underlying issue that could put the executive’s job at risk.

The bullying is a result of the personality of the senior most manager who affects the culture.

Bobbleheads

Bullying often leads to the “Bobblehead” syndrome. Under this syndrome, a management team does a lot of head shaking. The senior-most manager only shakes their head “no” while their staff members only shake their heads “yes”.

It has been my experience that this happens for one more more of the following reasons:

1. The staff members are afraid for the jobs
2. The staff members like their jobs too much (similar, but distinct)
3. “The Stockholm Syndrome”

Fear Of Losing Job

Fear can be a powerful motivator. It is the main creator of Bobbleheads. Often staff members in an organization with fail to speak up for fear of being “"yelled at” or derided. I know of one organization where release reviews were universally dreaded because it was clear that the executives used these reviews publicly demean the presenters, as if it was a sport.

Other reasons for failing to act or speak up is being dis-empowered. If someone has repeated experience of their ideas getting ignored, shouted down or made fun of, they will not continue to offer any ideas, and not participate. They will also exhibit some of the classic examples of people living in workplace fear: Too much attention to how things will “look”; playing to the leader’s quirks and bolstering the leaders “cult of personality”; doing things which may not be good for the business, but will make the individual look good. All of these are destructive of business value.

Enjoying Job Too Much

I have often said “You never want people who like their job too much.” This is because people in this situation will be risk averse, and will not be inclined to do anything that could jeopardize their cushy job. This can also be a reason for a Bully to behave badly, since they are in major “job protection mode”. Be wary of senior executives who own lots of stock and have a very generous bonus plans.

Classic symptoms of people who like their job too much include: Working short hours; going through the motions; not taking risks that could jeopardize their positions; and the most telling: sending most of their time in meetings reading emails. This shows a profound lack of interested in the work at hand, in my opinion.

The Stockholm Syndrome

The Stockholm Syndrome comes from Psychology. It happens when a kidnapped individual begins to sympathize with their captors. In bad work environments, especially for people early in their career. It is a form of being afraid of losing your job, with one added dimension: The person feels helpless and feels like they have no where to go.

This is almost always nonsense. This is a big economy, and we all have choices. We often need the courage to actually make the choices we need to solve our problems.

We’re Not Saving Lives

While dealing with Bullies and Bobbleheads can be difficult, it is important to remember one thing: In most office jobs, you are not saving lives. Firemen rush into burning buildings. Cops get shot at. Office workers use copiers and make PowerPoint slides. If you are unable to get out from under a Bully-led organization, just remember this: No one is shooting at you. It could be worse.