If you’ve ever suffered chest pains in your boss’s company, this won’t come as a surprise…
A Swedish study has positively linked bad bosses with the risk of coronary heart disease, which can lead to killer heart attacks.
Heart problems were ranked against the employee’s faith in the competency of their bosses – revealing a clear connection. The more the employee respected their boss, the less likely they were to suffer from the leading cause of death both in the UK and worldwide.
To avoid a trip to A&E, the best option is to leave your job. However, TalentSmart – provider of emotional intelligence tests and training for Fortune 500 companies – found that 90 percent of the highest performing employees stay calm by managing their emotions around their boss’s temperament.
Here’s the six types of bad bosses Travis Bradberry, co-founder of TalentSmart, has identified and the strategies that successful people employ to work effectively with them:
The Inappropriate Buddy
If you’re ‘lucky’, you are in his circle of trust. Otherwise, the in-jokes, borderline banter and excruciating David Brent-style behaviour will leave you with gritted teeth.
Bradberry says: “The most important thing to do with this type of boss is to learn to set firm boundaries. Don’t allow his position to intimidate you.”
Perpetually looking over your shoulder; forever obsessing over your next move…It’s a miracle they ever get on with their own job!
Bradberry says: “Successful people appeal to micromanagers by proving themselves to be flexible, competent and disciplined, while staying in constant communication.”
The power-hungry type who rules through intimidation and coercion.
Bradberry says: “Present your ideas in a way that allows him to take partial credit. The tyrant can then maintain his ego without having to shut down your idea.”
Floundering their way through the day, they never had the necessary expertise and experience to be appointed in the first place.
Bradberry says: “Swallow your pride and share your experience and knowledge – you’ll become his ally and confidant.”
It’s a numbers game – and if it doesn’t add up: “Computer says no.”
Bradberry says: “You need to speak his language. When you have an idea, make certain you have the data to back it up.”
It’s all about the big picture (never mind those pesky details!).
Bradberry says: “Be quick to funnel the ideas down into something smaller and more practical.”
Swooping in to “sort it out”, they leave a trail of chaos in their wake.
Bradberry says: “A group approach works best with seagulls. Get the entire team to sit down with him/her and explain that his/her abrupt approach to solving problems makes it extremely difficult for everyone to perform at their best.”