The Curse of the Toxic Manager

Is it that much of a surprise that as much as 50% of employees end up leaving their job, simply to get away from their manager? Having a direct report that you can’t stand is a surefire recipe to make every day at work seem both unbearable and unsustainable. That said, a boss can be unpleasant or difficult without crossing the line into “toxic” territory. But how can you tell when enough is enough? What sorts of behaviors and actions are clear violations of the social code we subscribe to in the office environment?

A recent article in Inc.com highlights 8 specific egregious managerial personality traits, that when exhibited on a daily basis, are the primary causes of employee burnout and dissatisfaction. Here’s an outline of that list:

• Self-Focussed - main concern is their personal performance/compensation and not aligning team goals

• Spotlight Stealers - taking credit for the work of others and not recognizing team wins

• Always Right - no admission of mistakes, blame, or ownership when things don’t go optimally

• Confusion - inability to lead with consistency and constantly changing course with important decisions

• Control Freaks - micromanagement, overbearing oversight, lack of proper delegation

• Bullies - verbal (and sometimes physical) abuse, aggressive and confrontational

• M.I.A. Management - never around, or not mentally present when they are, always inconveniently busy

• Pathological Narcissism - belittling, sows doubt in others as a way of proving themselves

Any single one of these traits can often become too much to bare for an extended period of time. The constant and repetitive presentation of these individual traits, or a combination of them, will send almost any employee running in the other direction, as soon as there’s another opportunity. Just as important as recognizing these traits as an employee (and figuring out how to extricate yourself from that situation) is understanding if any of these traits appear more often than they should, if you’re managing others.

Two key practice areas at Torchlight Consulting are around founder coaching and culture building during those critical early months when a company launches. As managers determine their most effective and authentic styles for communication and leadership, we work alongside them to smooth out the edges, help them to lean into their strengths, while being mindful to avoid a lot of the pitfalls that their employees will find to be the most disheartening.