The impact of a bad boss is not just individual, according to Gallup, the manager determines 70% of the variance in team engagement. Employees who work for a terrible boss are often not engaged (quiet quitting) or actively disengaged (loud quitting) and cost the world $8.8 trillion in lost productivity, according to Gallup’s State of the Global Workplace: 2023 Report.
Terrible bosses are often terrible in similar ways. They don’t coach. Instead, many micromanage, enforcing control without providing context or support. They focus on how (their way) to get work done, over the why, their excessive telling stifles creativity, demotivates employees, damages confidence, and hinders growth potential. What can you do if you think you might be a terrible boss?
Ask, don’t tell
Be a coach instead, coaches ask great questions instead of telling. According to the International Coaching Federation (ICF), coaching is defined as a partnership wherein individuals are guided through thought-provoking and creative processes to maximize their personal and professional potential. Open questions stimulate thinking, whereas closed questions can often disempower. Closed questions often start with did, are, have, should, would, could. They usually result in a yes or no answer.
A great coach asks open questions beginning with what, when, how, who, where, and why, as well as TED: Tell, Explain, and Describe. They empower team members to take ownership, work efficiently, and innovate, fostering shared accountability through regular, open conversation.
By asking thought-provoking open questions and listening to the answers to know where to take the conversation next can help empower and engage your employee, ultimately freeing you up.
Clear expectations
Perhaps the most basic of employee needs and a manager’s responsibility is to provide clear expectations. According to Gallup only half of workers in their international database are clear about what they should do at work.
A great coach consistently communicates expectations, the purpose of the role, and the way behind goals. This minimizes the need for micromanagement, and more importantly, builds employee engagement and abilities. Help them get really clear on what is expected of them in the role ask questions like:
- What do you think I expect from you in this role?
- When you think about the best manager you ever had, what did you expect from that person?
- When priorities change, how do you rearrange your workload?
Focus on strengths
Coaches understand, leverage, and get great satisfaction from helping employees deploy their unique talents and strengths.
Taking the Clifton Strengths assessment is one of the best ways to help you and your team members discover their strengths. To help employees focus on their strengths, ask questions like:
- When you first started in this role, what parts were most attractive to you?
- What are some of the activities that energize you in your role?
- Of all the things you do really well, what allows you to use your strengths the most? What is your unique contribution to the team?
Rapid feedback and recognition
A great coach asks questions AND gives meaningful and timely recognition. Like in sports, recognition and feedback given in the moment, or as soon as possible, allow employees like players to make adjustments before, and not after the “end of season” or performance review time.
To find the right way to give feedback, ask questions like: What are you most proud of about your current work? What is the best recognition you have ever received? Why was it meaningful? How do you like to receive recognition?
Check in, not check up
Micromanaging bosses typically check up on their team, which can erode trust and disempower. Instead of checking up on employees, a manager can take a coaching approach and check in.
A great coach asks questions like:
- How frequently should we get together and talk about your progress?
- What can I do to best support you right now?
Investment and intention
Without meaningful dialogue between managers and employees, achieving success becomes a game of chance. Shifting from a command-and-control boss to a coach requires investment and intentional practice. Coaching is a skill that improves with experience. For many, it is the key to turning the terrible boss into an effective manager and the quiet quitter into an engaged employee.
