When you become a Boss it’s important to know the impact that this has on the opposite sex.

Women love men in power and quite often you will find yourself being targeted by the fairer sex, and quite possibly, sexually harassed.

It might just be a flirty pat on the bottom, suggestive chatter, or an attempt to get a kiss at the Christmas Party.

How to handle this?

Well, you could report this to HR, but too often, it’s the victim of the harassment who finds themselves in the dock.

Everyone knows that having leadership positions make you more attractive, and questions will be asked as to what you did to prevent the harassment from happening and if you’re answers aren’t good enough you may find yourself accused of having invited the harassment.

Let’s face it the staff were just having a bit of innocent fun, so reporting them to HR  might spoil the office morale.

A better approach is to embrace your new found attractiveness and play along with the staff, both the female and also male.

With the male staff you can share lewd jokes and your appreciation of the female staff, this will make them feel you’re one of the lads and will increase your popularity with them.

With the female staff, you can wink and be suggestive with the uglier ones, but save your bottom patting for the more attractive one. Remember as leader you do have a reputation to maintain.

With a bit of understanding and playfulness you can turn what would have been a potential problem for you into a morale boosting opportunity.

Disclaimer: Sexual harassment is illegal. This post is an example of what some bad bosses do and should NOT be done. We are not responsible for the use of this example literally in the workplace. 

When you get promoted to a senior position, the first thing you need to do is to create gap between you and your team, a Leadership Gap.

This will clearly show to anyone who is the boss without them having to ask.

You are now a senior manger, your staff are just grunts, also rans, and it is not good for your image to remain to close to them.

This is doubly true for any of your former colleagues with whom you were friends, as now they will be looking to get benefits from having a boss as a friend. Clearly this isn’t going to happen, but by distancing yourself form them you can save them from that embarrassment.

But remember a boss can only be friendly with other bosses, not his employees, and there are a couple of reasons for this: your friends define who you ware, so now as boss your friends need to be other bosses; and you need to ensure there are no emotional ties as firing them will be much easier.

To create the gap there are a number of things you can do, and here are a few suggestions:

  • Ensure that your secretary sits between your office door and the plebs, ensuring that she can stop any casual visits
  • Have you secretary screen all your phones call
  • Eat in the senior management dinning room, a good lunch can often be spoiled by listening to the little people problems, and lets face it you’ve earned it
  • Walk briskly with your head down, avoiding eye contact
  • Remain in your office as much as possible as this will limit any opportunistic meetings
  • Get your secretary to keep your diary as full as possible, ensuring that people need to book a least 3 weeks in advance if they want to book a meeting, this will deter many from even trying
  • Randomly cancel 1-2-1 meetings just to remind them that you’re in charge

The more of these suggestions you can implement the bigger the Leadership Gap you will create, and the more Senior you will appear.

Disclaimer: Always treat people with respect and how you would want to be treated. Remember, you would not be in your current position without your employees. This post is an example of what some bad bosses do and should NOT be done. We are not responsible for the use of this example literally in the workplace.

I came into the office today with a great attitude! For once, I wanted to sit in my executive black leather chair and zone out for half the day. Our biggest customer was on my tail late last night about meeting deadlines. A knock on my door is the last thing that I want to hear.

What I have come to realize is that my office is filled with incompetent employees who need me for everything. There are some useful fear tactics that I’ve picked up to discourage time wasters from asking questions.

When my solace is interrupted by that first knock on my door, I make an example of that employee so the rest of the office knows the status of my mood.

  • Yelling – I love it! It just makes me feel in control. My voice echoing through the office from my gut reminds everyone who calls the shots. It’s not just about howling thunderous words for no real reason. I attack their intelligence and common sense for asking the question in the first place. The purpose is for all eyes to focus on this individual as an example; to keep their heads down and work. Some of my favorite phrases are, “What do you want NOW?!”, or “Oh, it’s YOU again!?!”, or “Go back to your desk and FIGURE it OUT!”, or “IF I have to do your job, then WHY do I have you here?!”
  • Throwing Things – Now, I am baffled when they don’t immediately retreat back to their desk. Which proves that they are just stupid. This is when I resort to throwing things. I throw anything that is within arms reach on my desk. Usually this is something large enough to make them think, but small enough to avoid a lawsuit. After all, it’s his words against mine. Objects usually consist of paper, pencils, paper clips, my stapler, a book; you get the picture. It’s doesn’t matter if I hit them or not, it’s the act of throwing things that gets MY point across.
  • Physical Contact – Usually the first two tactics are enough. No one is going to challenge my authority after that humiliation. Still, I have had to push or shove a few employees out of my office. Right after their leg crosses the threshold, I will either close or even slam the door behind them to enforce my point. I have enough pressures to deal with than allowing loiters in my office. I have pressures from ABOVE, BELOW, and from the SIDES! This should more than justify my behavior.
  • Be Unapproachable – In order to keep pesky employees from bringing their irritating questions to me, I have also learned to be unapproachable. One way that I do this is by keeping my office door shut at all times. When my office phone rings, I don’t answer it unless it’s my boss. If you don’t already have caller ID, I recommend it. Screen your calls! Employees only deserve so much of your time! My last point of advise is to only respond to E-mails if absolutely necessary, but whenever possible, reply to all, include text in ALL CAPS, and make sure the tone is filled with tyranny, condescendence, and sarcasm.

Disclaimer: Always treat people with respect and how you would want to be treated. Yelling, throwing things, physical contact, and being unapproachable shows that you lack leadership skills. This post is an example of what some bad bosses do and should NOT be done. We are not responsible for the use of this example literally in the workplace.

There’s a great deal of talk about the benefits of Reward and Recognition, and how these can be used to raise the morale of a department or company.

But we need to be careful, remember bonuses cost money, and they do eat into our profits, which is not good for the morale of the management board or shareholders.

We shouldn’t forget that we bonus our staff each and every money when we pay them their salary, and we do this, whether they did a great job or not.

Also what about the morale of the rest of the team, if people who do a good job get paid more, then this will demotivate them and lets face it, we have more people doing a poor or average job than a good job, so this could have a really damaging impact on the overall morale of the company

What we should do is look to just bonus senior managers, like ourselves, this will then motivate them to do a good job and become managers themselves. This gives them something to strive for which is much more motivating than an occasional bonus, which you may or may not get, and depends on them doing a good job.

Recognition is also difficult to administer, if we start to recognise too much, then people can get complacent, and will then only look to do their job if they feel that they will be recognised for it.

Its the same with thanking people, once you start you can end up in a situation where you need to thank everyone for everything, or nothing gets done.

So avoid this vicious circle, by thanking no one.

We should look to ignore people who just doing their job, or who only achieving minor success, this will make them try harder to please us.

We need to make it difficult for people to get recognised, thus ensuring that they will work harder in order to achieve their 15 second of fleeting fame.

When we only recognise the truly outstanding work or results, then we give real value to Recognition and increase its importance.

Recognising everyone for any minor success just cheapens Recognition, diminishing its power to inspire and motivate people.

So as you can see we need to take care with how we use Reward and Recognition, in the wrong hands they can create more problems than the prevent, and that will have a detrimental effect on the moral of the company.

The Bad Boss recommendation to optimise the returns on Reward and Recognition is a simple 2 step process which, if followed, will prevent problems occurring and will increase moral.

  1. Only Reward Managers/Bosses
  2. Only  Recognise truly outstanding work

This simple approach will give your teams a great goal to aim for and will encourage them to work really hard to achieve outstanding result in order to be recognised.

Now that’s the power of Reward and Recognition!

Disclaimer: Rewards and recognition should be used to improve company morale and culture. All levels of employees should be included in a rewards and recognition program. This post is an example of what some bad bosses do and should NOT be done. We are not responsible for the use of this example literally in the workplace.

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