He’s a bad boss, bad to the bone. Dealing with a less than effective manager, or just plain bad managers and bad bosses, is a challenge too many employees face. No matter the character of your bad boss, these ideas will help you deal with your bad boss.

Does the Bad Boss Know?

Start your campaign by understanding that your boss may not know he is bad. Just as in situational leadership, the definition of “bad” depends on the employee’s needs, the manager’s skills and the circumstances.

A hands-off manager may not realize that his failure to provide any direction or feedback makes him a bad boss. He may think he’s empoweringhis staff. A manager who provides too much direction and micromanages may feel insecure and uncertain about his own job. He may not realize his direction is insulting to a competent, secure, self-directed staff member.

Or, maybe the boss lacks training and is so overwhelmed with his job requirements that he can’t provide support for you. Perhaps he has been promoted too quickly or his reporting responsibilities have expanded beyond his reach. In these days of downsizing, responsibilities are often shared by fewer staff members than ever before.

This bad boss may not share your values. The newer generation of workers expect that they can use their vacation time and take action to make work-life balance a priority. Not all bosses share these views. If your values are out of sync with those of your boss, you do have a problem.

Recommended Approach to the Unwitting Bad BossTalk to this boss. Tell him what you need from him in term of direction, feedback and support. Be polite and focus on your needs. Telling the boss he’s a bad boss is counterproductive and won’t help you meet your goals.

• Talk to this boss. Tell him what you need from him in term of direction, feedback and support. Be polite and focus on your needs. Telling the boss he’s a bad boss is counterproductive and won’t help you meet your goals.
• Ask the manager how you can help him reach his goals. Make sure you listen well and provide the needed assistance.
• Seek a mentor from among other managers or more skilled peers, with the full knowledge of your current manager, to enlarge your opportunity for experience.
• If you’ve taken these actions, and they haven’t worked, go to your boss’s manager and ask for assistance. Or, you can go to your Human Resources staff first, to rehearse and gain advice. Understand that your current boss may never forgive you, so ensure you have done what you can do with him, before taking your issues up the line
• You may never hear what the boss’s boss or the HR staff did to help solve your bad manager’s behavior. It’s confidential. But, do allow some time to pass for the actions to have their desired impact.
• If nothing changes, despite your best efforts, and you think the problem is that they don’t believe you, draw together coworkers who also experience the behavior. Visit the boss’s manager to help him see the size and impact of the behavior.
• If you think the problem is that your boss can’t – or won’t – change, ask for a transfer to another department. This recommendation presumes you like your employer and your work.
• If a transfer or promotion is unavailable, begin your search for a new job. Fleeing is always an option. You may want to conduct your job search secretly, but under the circumstances, it may be time for you to go.

http://humanresources.about.com/od/badmanagerboss/a/bad_boss.htm

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The hospital’s enhanced violence prevention program, born out of the tragic death of nurse Lori Dupont, who was killed on the job in 2005 by her colleague and former boyfriend Dr. Marc Daniel, was still relatively new, drawing varied responses from Hotel-Dieu staff.

“When you say to people: ‘You’re compelled to take training that will prevent you from being violent,’ people feel targeted and they get their backs up,” said Dawn Ricker-Vassos. “And particularly … because of Dr. Daniel, I think physicians felt really targeted by this.”

But a year into her unique role at Hotel-Dieu, Ricker-Vassos said attitudes have changed, with doctors and hospital staff embracing workplace violence prevention training with positive feedback and even suggestions on how to make it better.

“I’ve been just astounded by the level of buy-in and participation,” Ricker-Vassos said.

The workshops — compulsory for every employee and physician seeking privileges at the hospital -— are among the sweeping changes Hotel-Dieu has made since a lengthy coroner’s inquest ended with 26 jury recommendations aimed at preventing future violent incidents in hospitals across the province.

Hotel-Dieu spokeswoman Kim Spirou said she knows of only a couple of physicians who refused to take part in the workshops and have lost privileges as a result. Both doctors had only courtesy privileges at the hospital, which usually involves dropping by from time to time to check in on patients. Spirou said Hotel-Dieu has not lost any specialists because they wouldn’t participate in violence prevention training.

Every physician must meet with Ricker-Vassos at least once and attend the workshop where key topics include conflict resolution and recognizing violence, bullying and bad behaviour in the workplace.

The hospital’s code of conduct, bylaws and rules against harassment are reviewed, and Ricker-Vassos said she makes sure everyone understands that the definition of violence in the workplace goes beyond physical contact.

“When you’re standing over someone and looming in their face, that’s workplace violence. When you’re threatening to have someone’s licence or livelihood, that’s workplace violence. And that has devastating impacts on people,” she said.

Most of the complaints that come through her office have to do with “incivility and miscommunication,” she said.

“And when it lingers, things get worse and worse.”

Ricker-Vassos said violence prevention training is just one part of her job. She spends a lot of time meeting with staff, physicians, supervisors and managers and working to resolve conflicts between people before they escalate.

“People need to be comfortable with being uncomfortable. Sitting down to address a conflict is very uncomfortable,” she said. “People would rather deliver death news, I think, than deal with these personal, contentious issues,” she said.

“It’s a matter of bringing people together and creating an ongoing plan for a resolution and then a follow-up to that plan to make sure that supervisors are working with their staff to improve relationships and communication.”

Ricker-Vassos calls her office a “one-stop shop” for staff affected by conflict and violence, whether it’s at work or at home. Many people approach her with personal issues, usually dealing with domestic violence.

At Windsor Regional Hospital, there has been a longstanding program aimed at preventing workplace violence, but there is no compulsory training for staff or physicians.

Dr. Gary Ing, the hospital’s chief of staff, said it’s not necessary because violence and conflict prevention is part of doctors’ “ongoing education” while they’re at WRH and they know that any misbehaviour will be taken into account when the status of their privileges is being reviewed.

“The physicians don’t feel obligated, but they’re willing to participate in the complaints process,” Ing said. “It has worked out for us and we’ve had a lot of success over the years.”

Ing said the hospital relies on its recently redrafted professional conduct bylaws, the physician complaint management policy and the office of mediator Aruna Koushik to deal with conflicts as soon as they are flagged.

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