The 3 types of leaders who make us quit (and the 2 who inspire us to stay)
This review first ran in the Aug. 4 edition of The Hamilton Spectator.
By Michael Bush
You may want to see what’s being said about your organization on Glassdoor.
It’s a website that combines job postings with reviews from current and former employees. They rate your organization on work-life balance, culture and values, career opportunities, compensation and benefits and senior management. They also leave comments on the pros and cons of working for you.
When the reviews are bad, lousy leaders are invariably to blame.
These leaders dwell at the bottom of five levels identified by the Great Places to Work research team. The team pulled data from hundreds of companies and 75,000 employees.
“A great place to work for all must have great managers for all,” says Michael Bush, CEO of Great Places to Work. “When leaders are more inclusive, more inspiring and more caring, they win on outcomes like talent retention, innovation and revenue growth.”
But when they’re clueless, cruel and confidence killers, they’re unintentional leaders. They’re often star performers who got put into leadership roles despite underwhelming or non-existent interpersonal skills. “These are leaders who don’t seem conscious of the impact they have on others, so their behavior can hurt the people they work with and the organization,” says Bush. “Employees reporting to an unintentional leader might feel like passengers on a bus whose driver doesn’t have a destination in mind and doesn’t tell the passengers what’s going on.”
While we join organizations, we quit unintentional leaders and two other lackluster types.
Hit and miss leaders run hot and cold and don’t always step up. Life is good if you’re one of the leader’s favourites and it’s like your worst day of high school if you’re on the outside looking in. “They don’t actively hurt an organization but neither are they actively supporting their team or performing their duties to the extent the organization needs.”
Transactional leaders get the job done and nothing more. “They are mainly concerned with checking tasks off a to-do list or hitting key performance indicators and consequently are not as forward-thinking or charismatic as leaders at higher levels.” These by-the-book leaders value getting things done over talking to people which leaves them with few, if any, personal connections. These leaders will have no idea and zero interest in learning what you do outside of work. You should get paid time and a half whenever you try to engage in small talk with a transactional leader who has all the warmth and personality of a bag of ice.
Good leaders are consistent, inclusive and sincere. They’re easy to talk to, understanding and fair. Employees will stick with the organization if they work for a good leader. If there’s a downside to good leaders, Bush says it’s their tendency to believe the ultimate responsibility for reaching goals lies with them and not their team. “Leaders at this level must abandon any ego attached to being the boss, and subsume their own interests in the service of helping others shine.”
The gold standard are what Bush calls “for all” leaders. These are those rare dream bosses who get the absolute most out of their teams and inspire loyalty and full engagement. No one leaves their teams and everyone wants to join. They prefer to lead from behind so the people who report to them will shine and do their best work. “For all leaders make everyone feel welcome and treated fairly and establish a strong sense of collaboration within teams as well as through different areas of the organization. They stand out for their ability to reduce politicking and favouritism to nearly imperceptible levels, perhaps because they do a great job of getting feedback from everyone and involving them in decisions.”
Most important, “for all” leaders go beyond the boundaries of business. They use their leadership position and profile to help promote positive societal change, from closing gender pay gaps to championing environmental sustainability and fighting racism. They speak up and take stands on issues that are important to employees, their families and society.
“The new frontier in business is about improving results by developing every ounce of human potential,” says Bush. His book shows how leaders can step up their game to develop that potential, turn their organizations into great places to work and earn top marks from current and former employees.
@jayrobb serves as director of communications for Mohawk College, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.