Jerks at work

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Steve Carell’s Michael Scott was a narcissistic buffoon on The Office. ( )

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Kevin Spacey terrorizes Jason Bateman in a scene from Horrible Bosses ( )

It's almost a guarantee that if you've been in the workforce for any length of time, you've had a horrible boss -- if you don't have one now.

OK, maybe not a "slave-driving psycho" like the corner-office monster (Kevin Spacey) who terrorizes Jason Bateman's character in the recent movie Horrible Bosses. Or a narcissistic buffoon like Michael Scott on TV's The Office.

But there are elements of them everywhere: The bully who enjoys belittling others in public. The weasel who takes credit for your ideas. Managers who can't manage their way out of a paper bag and supervisors who would supervise lunch breaks if they could get away with it.

Let's face it, sometimes working for The Man can get you down, leaving you no choice but to hire a "murder consultant."

Seriously though, it's no wonder incompetent and unreasonable authority figures appear to be having a moment in the spotlight. Nearly half of office workers have worked under one, according to a recent survey by OfficeTeam, an administrative temp agency with more than 300 locations worldwide, including Winnipeg.

Of those who have been beleaguered by a difficult boss, most (59 per cent) stayed in their jobs and either tried to remedy the situation or resolved to live with it. One in four stated that they "suffered through the torment."

Once upon a workplace, fed-up employees would pull a Johnny Paycheck, say, "Take this job and shove it," and move on to greener pastures. But in a still-shaky economy, with fewer pastures to land in, that's not always an option, and that means workers who would like to leave are having to stay and hone their coping skills instead.

It's not a new phenomenon, but we're hearing more about bad bosses lately because of increased workplace demands in the wake of the economic downturn, says Avalee Prehogan, an OfficeTeam regional vice-president based in Ottawa.

"There's more stress in the marketplace because of the uncertain economy, and that pressure can have an effect on people's personalities," says Prehogan, who oversees the Winnipeg branch.

However, unlike Jason Bateman's evil employer, who spits "I own you" in his face after he shows up at work two minutes late, most bad bosses apparently don't know they're bad.

"If you ask managers how they think they're being perceived, they often don't see themselves in the same light as their employees do," Prehogan says.

Indeed. A 2009 study by Stanford University researchers concluded that powerful people tend to overestimate themselves. According to the authors, "power may cause people to lose touch with reality in ways that lead to overconfident decision-making."

The terms leadership and management are often used interchangeably, but they are not the same thing, says Winnipeg human resource and management consultant Barbara Bowes. Management is about overseeing the day-to-day operation, she says. Leadership, on the other hand, is about inspiring employees and earning their respect and loyalty.

"The best way to differentiate is to recognize that leadership is about people, whereas management is about things," says Bowes, whose new book Taming the Workplace Tigers: Powering Your Career to a Roaring Success has a chapter devoted to difficult bosses.

Bowes, who writes a workplace column for this newspaper and also hosts a weekly radio show, says that based on the calls and emails she gets, there's "a remarkable amount of verbally abusive behaviour" in the workplace.

Cal Martin, 36, has been there. The former Winnipegger recalls a "Horrible Boss" moment remarkably similar to the one in the opening scene of the movie.

He had ridden his bike to work, and failing to account for the "strong, westerly Prairie winds," got there five minutes late.

"My boss tore a strip out of me the moment I walked in," Martin, who now lives in Ottawa, recalls. "He never asked me what had happened or whether everything was OK, he just yelled at me right there in front of the public."

Another supervisor only communicated with him via email, even though their desks were so close that their shoulders were almost touching.

Martin, who has left more than one job to escape a bad boss, says working under one can be akin to being in an abusive relationship, where you feel helpless, trapped and alone.

Which is why he started a website called My Boss is a Lemon.

"I wanted to empower people and give a little bit of control back to the employee," says Martin. "I thought if people can joke about their bad boss the way you joke about a bad car, there'll be some laughter and camaraderie and maybe people will start having conversations about what to do about their situation."

He concedes that not all bad bosses are necessarily bad people but often just lack the temperament and/or skills to be effective leaders.

Both Prehogan and Bowes point out that employees have a responsibility to assess the situation, examine their own role in the workplace dynamic and take steps to find appropriate solutions.

"Reasonable bosses can sometimes make seemingly unreasonable demands. Some will do so innocently, others not so much," Bowes says.

How do you tell if you've got a "horrible boss?" It's a matter of degree, of course, but here are some common types of bad bosses and tips on how to handle them:

The micromanager: Has trouble delegating tasks and looks over your shoulder to make sure you complete a project exactly as told.

Coping: Trust is usually the issue here, so make sure you build it. Don't miss deadlines, pay attention to details and keep your supervisor apprised of all the steps you've taken to ensure quality work.

The poor communicator: Provides little or no direction. Your assignments often have to be completed at the last minute or redone because goals and deadlines weren't clearly explained.

Coping: At the outset of a project, ask for any information your boss has not yet provided. Diplomatically point out that these details are necessary to ensure you meet his or her expectations. Seek clarification when confused and arrange regular check-ins.

The bully: Wants to do things his or her way, or no way at all. Bosses like this also tend to be gruff with others and easily frustrated.

Coping: Stand up for yourself. The next time your supervisor shoots down your proposal, for example, calmly explain your rationale. Often, this type of manager will relent when presented with a voice of reason.

The saboteur: Undermines the efforts of others and rarely recognizes individuals for a job well done. This supervisor takes credit for employees' ideas but places blame on others when projects go awry.

Coping: Your job is to make your boss look good, but not at the expense of your own career advancement. Ensure your contributions are more visible to others, especially senior management. Get information in writing from this person so you have a chain of communications to refer to, if needed.

The mixed bag: This boss's moods are unpredictable: He or she may confide in you one day and turn a cold shoulder the next.

Coping: Try not to take things personally. Stay calm and composed, and when he or she is on edge, try to limit communication to urgent matters.

Republished from the Winnipeg Free Press print edition July 19, 2011 D1