Boss-ology or leader-ology?

Have you ever had a boss who frequently interrupted you during conversations, didn’t show appreciation, or spoke to you in a rude manner more often than you can remember? If yes, think about how this drained you and reduced your energy level.

When employees don’t feel safe to speak up, the meaningful contributions they can make to the organisation begin to diminish and its impact though not quantified in fiduciary terms, is worth more than its price.

In our work places, only a few people relate well with their bosses in such a way that they can talk openly and honestly without the fear of being criticised, penalised or victimised. Rather than communicate, most employees keep quiet and the danger is that the manager interprets the quietness as acceptance and respect, while the employee is ascending on the disengagement barometer.

We are all human hence imperfect so even excellent managers unconsciously act in ways that might irritate their employees, or make it harder for them to do their jobs well. Most times, we don’t recognise what we’re doing that’s counterproductive unless we get feedback.

So do you practice boss-ology or leader-ology especially with taking feedback? Do you even create an enabling environment for talk (both official and unofficial conversation)?

In creating an atmosphere where open and honest communication can happen, the following would be helpful for line leaders:

1. Never assume that employees will naturally be open to you because you tell them to: you might not be an imposing individual but the mere fact that you occupy the position of being the boss means that you carry power which has a remarkable effect on what your subordinates feel comfortable to share or not share with you.

2. Decipher when an opinion expressed by an employee means you should change and when it only means you need to further explain the intentions for your actions.

3. Strike the balance between having meaningful conversations and allowing frivolous complaints, excuses and petty finger pointing to thrive.

4. Open communication should be two-sided and not one-sided.

5. Ensure the motive of both parties are constructive and not merely to deliver harsh criticism.

Break the barrier and get your people talking with you as it has huge benefits. You create an environment where trust thrives, engagement soars, productivity improves and creativity flows without much effort.

Examine your internal barometer – are you a boss or a leader? Are your Leader-ology competencies outweighing boss-ology when you relate with your team?

Like the Jamaican’s would say when answering in the affirmative, it should be Yeah Mon!

Ngozi Adebiyi