Strong workplace relationships among leaders and their employees are vital to a healthy organization. According to research conducted by the Gallup organization, no single factor more clearly predicts the productivity of an employee than their relationship with their direct supervisor. The ability to build solid workplace relationships and effectively communicate in a positive manner not only builds trust, it is the core of good management.
Here are seven bad boss behaviors that managers, owners, and bosses might have that negatively impact workplace relationships. I’ll also discuss ways that leaders can improve upon these behaviors to strengthen their relationships with employees.
Multi-tasking
When it comes to leading, one of the most challenging behavioral changes is to be mentally present. If you are shuffling papers or on your smartphone when an employee is talking to you, you inadvertently give the message that they are not important. In addition, you may drop a ball or miss something important because you’re preoccupied. Scientists now have proven that people can’t really multi-task anyway. What they are really doing is shifting attention back and forth, which actually hurts productivity. Focus on what’s in front of you, especially if what is in front of you is a person.
Interrupting
Silence is difficult. In this fast-paced world, especially if you happen to be a fast talker, waiting for someone to finish a sentence can feel quite painful. When you interrupt, you are giving the message that you are impatient. If you don’t have the time, say so, and reschedule with the person who can’t spit it out fast enough. Taking the time to listen to your employees with your complete attention makes them feel valued and appreciated, and will go a long way toward strengthening workplace relationships.
Eye-Rolling
This is a complete no-no when it comes to managing and leading others. Eye-rolling is a form of disrespect and negatively impacts all of your workplace relationships, especially with those who are at a lower rank than you. The message you give is that you don’t respect the other person and you can come off as superior or snobbish.
Yelling
If you want others to trust you, you have to make them feel safe. Managers who resort to raising their voices are showing their employees they have low levels of self-control. It’s true some of us are more prone to being hotwired, but this is no excuse for not working on this “trustbuster”. I often say that you don’t have an anger problem; you have a self-control problem, or a self-awareness problem. Hold a higher standard for yourself and lead by example by having high regard for your employees and co-workers.
Blaming
Any leader who blames an employee for mistakes or justifies their own mistakes is playing the victim role on the Karpman Drama Triangle, which I talk about in my book, Stop Workplace Drama. When workplace relationships are dysfunctional, there are three roles being played out: the victim, the rescuer, and the persecutor. Every victim looks for a persecutor, the one who “caused” the problem. Step up and take charge. If one of your employees is driving you crazy, you have some work to do, in the form of discipline or a difficult conversation. You have a higher rank so you have to play a higher game.
Judging
Everyone has good reason for why they do what they do. Before you try “shame” tactics, get curious. Ask good questions and get into the mindset of the employee who made a mistake or did something wrong; then you can be the judge of the next appropriate step.
Ignoring
You probably don’t mean to do it, but it’s a common habit of busy leaders. Nothing hinders workplace relationships more than when a leader makes you feel ignored and unimportant. Yes, you are pre-occupied and have a million things on your plate and you are results-driven, but it only takes a moment to acknowledge people when they walk in the door. And, this new habit will keep the drama and storytelling at a minimum.
These behaviors can ultimately derail even the best employee-leader workplace relationships. Fortunately, with a little awareness and determination, these habits are easy to fix and can build a more loyal and engaged workforce for any leader.
Marlene Chism is a professional speaker, trainer, and the author of “Stop Workplace Drama” (Wiley 2011). Marlene has a master’s degree in HR Development from Webster University. To get a copy of “Stop Workplace Drama,” go to www.stopworkplacedrama.com or to see more about Marlene’s speaking go to www.marlenechism.com.
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