Being too nice of a boss doesn’t help anyone
It's ironic that many leaders who have a strong need to be liked eventually become disliked.
They wail: "But why? We never do anything to hurt our employees. We're nice to all of them and give them what they want."
Precisely. They don't take a stand that might be unpopular - but right for the organization.
When respect dissolves, nice doesn't matter.
So, how can you know if you're too nice? The following situation may signal that you're reacting with your heart and not your head:
· You hesitate to make a decision without discussing it with one or more members of your staff, even when you have all the necessary information.
· You hesitate to confront a performance problem because you know the employee is sensitive.
· Conflicts erupt between employees regarding roles and responsibilities.
· Delegated assignments may be incomplete or late. Discussions about these problems frequently result in excuses and finger pointing.
· You notice that an employee has begun tattling on other employees in an attempt to carry favor.
· Your employees have a difficult time setting measurable goals because priorities are always shifting.
· You rate your employees on the high end of the performance appraisal scale because they're nice, need the money or have many years of service.
· You change your mind frequently.
· Your employees are absent more than the company average.
· You want your employees to get along like one big, happy family. When the conflicts occur, you tell them to work it out.
· You take work home and work weekends, yet some of your employees seem to have time for lengthy social discussions.
· Your employees seem to be overly political. Their opinions shift with the prevailing winds.
· You say, "I'll look into it." Then you hope the person forgets her request because you know the answer is no.
· Your employees are reluctant to take risks.
· You'll bend the rules for an employee you like.
· Your boss routes articles on assertiveness.
· Your own work has become more and more administrative. High profile projects are given to someone else.
· High achievers leave your department. Average employees stay.
If six or more of these apply to you, you may be too nice. If more than nine apply, you may be perceived as weak. If more than 12 apply, think about it - with your head.
Joan Lloyd is a Milwaukee based executive coach and organizational & leadership development strategist.
She is known for her ability to help leaders and their teams achieve measurable, lasting improvements. Joan Lloyd & Associates, specializes in leadership development, organizational change and teambuilding, providing: executive coaching, CEO coaching & leader team coaching, 360-degree feedback processes, retreat facilitation and presentation skill coaching and small group labs. Contact Joan Lloyd & Associates at (414) 354-9500, mailto:firstname.lastname@example.org
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