Good boss/bad boss

RAB's new Leadership MasterClass was designed to help engage, educate, equip and empower leaders to believe in themselves and achieve even greater levels of success.

Working for a good or great boss can have a significant positive impact on your overall job satisfaction, career satisfaction and levels of motivation and effort. Similarly, working for a bad boss can hurt those same things. If you've been in the working world for any amount of time, you've likely experienced both.

Rishad Tobaccowala is a senior advisor to the Publicis Groupe and a great friend to RAB. In his recent article, Beware of the Bossy Traits, he provides a great summary of the five key traits of leadership:

Competency/capability — They know and excel at their craft.

Integrity — They face reality; they are transparent.

Empathy — They care and are concerned about others.

Vulnerability — They accept mistakes and are aware they don't know all the answers.

Inspiration — They recognize that people choose with their hearts.

Tobaccowala writes that these are the five "Bossy Boss" traits to avoid or mitigate:

The narcissistic god — These bosses believe that only they know the answer, only they are capable of handling the major meeting and only they should get the credit for their team's success.

The micromanaging fiddler — These folks are terrific operators – they know how to get things done – but as managers, they retain their obsessive detail orientation.

The Oscar aspirant — These types emote loudly and dramatically. Erratic and unpredictable, they are a roller coaster of emotions.

The scheming sphinx — This is the person who smiles, blows air-kisses and oozes charisma and friendship and neither says nor shares anything substantial while sucking up as much information as possible and probing for vulnerabilities.

The double-crossing assassin — While the previous four types are expressive (or anti-expressive in the case of the scheming sphinx) in their terribleness, assassins are soft-spoken, well-behaved and self-controlled.

With that great framework and those descriptive terms, we should be able to adjust our management style to the style we want. It's never easy, but it is achievable. The resulting impact on your team will likely be dramatic depending on your starting point.

If you're interested in being a part of our next Leadership MasterClass, reach out to Kim Johnson (kjohnson@rab.com) for information about our next class that starts June 23.

Jeff Schmidt is SVP-Professional Development at the Radio Advertising Bureau. You can reach Jeff at jeff.Schmidt@Rab.com or follow him on social media: Twitter, LinkedIn.