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Behaviors that drive bosses crazy

BY: MICHAEL STERN November 08, 2006


As an executive search consultant for the past couple of decades, I’ve been fascinated by the difference between what employers say they're looking for when hiring a new exec, and the reasons they give for rejecting candidates.

“We’re looking for a visionary, strategic thinker who can take us to the next level,” they’ll declare. But when they meet individual candidates, the talk is rarely so high level. “He came on a little too strong” an employer might say. Or,” she just didn’t seem credible”

The lesson here is that while companies harbour high ideals about whom they wish to recruit, hiring decisions are often driven by more workaday sentiments and assessments are made by human beings. The bottom line: whether you're hoping to snare a new job or simply impress superiors at your current employer, everything you do is being evaluated – and you could be messing up in areas no one will ever talk about.

To ensure your career maintains its upward trajectory, here’s my list of five things you may be doing right now that drive your bosses crazy – even though they’ll rarely say so to your face.

Taking too much initiative:

Sure, everyone says they want motivated self-starters. But many senior executives prefer astute subordinates who “check in” from time to time to make sure they are not getting too far out in front.

In one organization I know, the CEO complained that a certain manager wasn’t making enough decisions. He got replaced by Brad, a go-getter with a mandate for change. But Brad assumed he had total freedom of action – which wasn’t what his boss had in mind.

Before long the CEO was complaining about the cost of Brad’s runaway decisions and his lack of consultation. Brad’s star was dimming fast, and he never knew.

You could argue that it’s up to the boss to set appropriate limits. But in the absence of such guidance, it’s up to the subordinate to initiate the discussion and determine the boss’s comfort level. Failure to do so could cast doubt upon your judgment, as well as your future in the organization.





Missing deadlines:

In an ideal world, every project would come in under budget and no report would ever be late. In business, however, just like back in high school, some people never seem to get their assignments in on time.

If you suffer from chronic tardiness, don't assume you're getting away with anything when you hand in your reports two days late. Just because your superiors haven't upbraided you doesn't mean your behaviour has gone unnoticed. Your boss is not a nanny, and doesn't expect to have to remind you to produce in a professional manner.

Lack of confidentiality:

Senior executives hate to hear that confidential matters discussed Tuesday afternoon have become public knowledge by Thursday morning.

Confidentiality, loyalty and trust are all core values in the executive suite, but not every organization makes clear that what gets said in their meeting room stays in the meeting room. Just remember that ignorance of policy is no excuse.

If you're not sure what is secret and what’s not, check with your boss or a more experienced colleague. Loose lips sink ships – and can be a firing offence.

Pig-headedness.

As a senior executive, you're paid to offer your superiors the best advice possible. But you don't always call the shots and sticking to an argument long after it’s been lost is foolish. If a decision doesn't go your way, get over it.

A friend of mine complains about a former subordinate who just couldn't let go. She was always grumbling about what a bad decision was being made, and how it wasn’t too late to do things her way.

Your boss may never come right out and tell you to button up, but chances are that’s what he’s thinking.

It’s better to swallow your pride. Let people know that while you didn’t initially support the action, you accept the decision that’s been made, and all you want to do now is help carry it out.

Not knowing when to lay down the law.

Sometimes managers and executives have to crack the whip with their subordinates. And sometimes they try to weasel out of it. I’ve known many senior executives who grumbled – privately – about a manager’s failure to go in directly and take the steps necessary to fix a bad situation.

But many of these bosses were reluctant to discuss the problem with their subordinates. Most people hate confrontation. Often, their tendency is not to say anything and hope the situation will right itself. Some employees may mistake silence for consent, or put the onus on the boss to alert them if anything’s wrong. Bad strategy.

Both these responses ignore the fact that managing your career is not your boss’s job – it’s yours. And if you don't take responsibility for your actions, solicit regular feedback and be aware of non-verbal messages from your superiors, the career you sink may be your own.