Going by the popular
perception, a boss is a person who superintends a group of persons for getting the
work done. Bosses themselves would be happy with this perception as it
glorifies a boss as a person with authority but a good boss has a wider role -
mentoring, problem solving, mustering and allocating resources, planning,
monitoring, rewarding, disciplining and punishing.
Though the word boss has old
masculine flavour and perceived as such in general even today, females are
catching up fast and gender gap for the role is narrowing. An entrepreneur
mobilizes together the factors of production (Land, Labour, Capital, Enterprise
or Entrepreneur). A boss manages one or more of these factors on behalf of the
entrepreneur. While on the subject of boss, any one would be intuitively
reminded of a leader. Though they both are pivot of group dynamics, they have
different characteristics.
Why is cordial relation between the boss
and the subordinates important?
Modern economy
has brought us many comforts and also a good amount of workplace mental
tension. If Top Ten factors creating the
mental tension in workers’ life are listed in order of the gravity, the factor
of tense relation with the boss would figure in Top Three. The issue merits the
top attention of the stakeholders as, apart from the health issues, it is the
worst villain affecting the productivity and job satisfaction. In extreme
cases, the subordinate becomes averse to working under the boss and the boss
fretting for firing the subordinate. Such a situation does not auger well for
any, including the organisation.
Why does the relation become tense?
There are two
sides of the coin. Let us start with one.
As the boss is
soldiering higher responsibility which he alone cannot discharge, he has to appreciate
the importance of the contribution being made by the subordinates and credit
them for his success. He has to appreciate the fact that the subordinates are
coming from different type of culture and family background than those of his
own.
The caliber gap between the boss and subordinates is inherent due to
various reasons. He should strongly believe, though it may not be a ground
reality, that each employee is a dedicated to the organisation and send
positive signals about the employees while keeping eyes on laggards. He has to
accept their deficiencies with bit magnanimity and mentor them to raise up
their level. He has to provide conducive atmosphere where the subordinates can
deliver their best.
However, even after applying the lessons he/she has
garnered from management books, experience and Case Studies; when he finds that
relation with subordinate/s is becoming lukewarm, he should introspect and
ponder over the factor that spoiled relation, before the lukewarm relations
degenerate into grudges and prejudices.
The factor/s can be one or more of the
following:
- Insulting the subordinates in presence of the colleagues/peers
- Withholding the employee benefits just to prove his/her importance
- Ferreting the fault of a particular employee and amplifying the same even when the fault is negligible and such fault of other employees is ignored, even though noticed.
- Pocketing himself the credit of a good work done by others when he has no contribution in the achievement or passing on the credit to an employee who has not contributed in the achievement.
- Nurturing the groupism
- Bullying the subordinates
- Ignoring the genuine demand from subordinates for resources for achieving the goal
- Lopsided distribution of workload
- Fixation of targets/Key Responsibility Areas in a sloppy manner.
Now another side
of the coin:
The objectives of
keeping the post of the boss by the top management are well understood by the
subordinates but their perception about the role and the actions of the boss is
hazy. If the drivers appreciate the role of the Traffic Police, it would not be
an eyesore any more. The subordinates would do well if they appreciate the fact
that the top management must have good reasons for posting a boss and that too
a particular person as boss. As he is sitting at higher plank, he must have
wider and better perspective of the situation. Each of the subordinates is an
extended hand of the boss and sum total of their performance is the performance
of the boss. And hence performance of the subordinates is the foundation of
healthy relation with the boss.
When a subordinate finds that his/ her relation
with the boss is under stress, he/she should examine the following probable
reasons which led to the impasse and dwell upon the corrective measures:
- Poor performance
- Dishonesty / unethical practices jeopardizing the interest of the organisation
- Overt or covert disobedience and rude behavior to the boss
- Poisoning the ears of the top management to tarnish the image of the boss
- Not adapting to the working style of the boss
- Priorities not aligned with those of the boss
- Misrepresentation / Lack of communication
- Taking the boss for granted / Over acting / bypassing the boss
- Reluctance to take more responsibility
- Negativity dampening the team spirit
- Insincere praise of the boss with ulterior motive
- Argumentative nature wasting the time of the boss
- Peering through the keyhole in the personal life of the boss
Restoring the healthy relationship between
the boss and the subordinates:
If the both the
sides are not stubborn on the issue and deliberately do not wish to pull on
with the tense relationship, the situation will thaw and relation will become
normal with the passing of time, as happens in social set up. Each side will
find out some face saving device and implicit gestures to come closer so that
tension can be defused. This process takes bit longer time. Rather than waiting for this to happen, it is
imperative to initiate the process by both sides in the interest of both the
sides and also the organisation.
The best way is to meet and speak up and frankly
discuss the issue with sincere intention to normalize the relationship. Either
side can initiate, putting the ego issues aside. Restoring the normal relation
between the boss and subordinate/s is a ticklish task – easier said than done.
What boss should do:
- Not only monitoring but also mentoring the subordinates
- Facilitate a conducive work environment
- Communicate with subordinates
- When warranted, punish a delinquent subordinate without hurting his/her self-respect
- Release dues / perks/ benefits gracefully
- Give / share the credit of a good work done
- Set the targets/ goals / Key Responsibility Areas after due process and review the same objectively
- Differentiate false flatters from performers and appreciate the performers
What subordinate/s should do:
- Perform. Performance is the key to be in the good books of the boss. Walk extra mile if you want to stand out from the crowd.
- Get well prepared with the fundas, facts and records before approaching the
- boss. Bosses are time-poor.
- Behave courteously with the boss. Courtesy begets courtesy.
- Win the trust of the boss.
- When required to confront the boss due to divergent views on an issue, look at the issue with his/her perspective. Submit your views politely and with all humility. Do not harp on your views, just hint at it. Dissenting voice before the boss is like a red rag to a bull. Not just listen to the boss but also read his/her face. Remember, “Boss is always right” and even if he is wrong, he is boss.
- Adapt to the working style of the boss. Not following his/her style inspite of repeated instructions is a “reasonable” trigger for blasting.
- Go to the boss not only with the problems but also with the probable solutions.
- Keep the boss informed.
- If you feel biased/offended/harassed/singled out, seek his/her appointment and speak up to him/her without making noise.
- Do not criticize the boss. That is a prerogative of his boss. Nevertheless, you venture into this, your words will certainly reach to your boss through grapevine. Bosses have powerful antenna.
Wish both the
sides all the success in their endeavour for healthy relations, ever after.
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