Home' Trinidad and Tobago Guardian : August 28th 2014 Contents AUGUST 2014 • WEEK FOUR www.guardian.co.tt BUSINESS GUARDIAN
COMMENTARY | BG17
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sioned by a Unit-
identified five types of bad bosses.
Find a quiet place, promise to be
honest with yourself, and see if you
recognise any element of your man-
aging style in the following charac-
"Call Analisa to see if she s fin-
ished with her part of the report.
Last week I noticed that she was
using Times New Roman, 12.5 font,
but you get better clarity with size
13. Don t worry, I ll call Analisa."
The micro-manager wishes he
could clone himself because no one
can perform the job as well as he
can. This makes delegation a har-
rowing experience for him as he does
not easily trust in the competence
of others. To avoid having to orches-
trate a complete do-over of a project
when it s close to deadline, he ensures
that his instructions are being care-
fully followed every step of the way,
every minute of the day.
The poor communicator
"Okay guys, we all know how
important this is to the company.
Let s make this presentation pop!
Let s make it sexy! Don t ever let
sleeping dogs lie, or else you ll get
up with fleas!"
Only the poor communicator
understands what the poor com-
municator is saying. Admittedly, this
makes it hard to ascertain whether
some form of this caricature could
be you. Think instead on the
responses of your team. Do they ask
you a lot of the same questions,
many times over? Have you ever
heard them mumble "I didn t
realise..." or "Oh ho, that s what you
"What in heaven s name is a sexy
report , I asked them? But they really
wanted to roll with it and I believed
our teamwork would get us through
a weak concept. It won t happen
When things are bad, the saboteur
looks to blame other people. When
things are good, a subordinate will
find out that there is most definitely
an I in team. Can you think of inci-
dences where you did not give due
respect for a good idea to a junior
member of staff, when you were
yourself faced with your own boss?
"Like things too nice around here!
Believe me, heads are gonna roll!"
The bully erroneously believes
that people perform best when under
stress and that if one were to spare
the threat, one would spoil the
employee. The bully also has little
time for finesse in getting her point
across especially as shouting always
seems to clear up muddied waters.
"Hey guys, why don t we get
together one weekend to go paintballing?
Wouldn t that be fun! You re busy? I
don t understand. Too busy to engage in
a teambuilding exercise with your co-
workers? Like things too nice around
here! Believe me, heads are gonna roll!"
One day it s cashews, the next day it s
almonds. Regardless, you re a nut.
It s quite possible you do not see your-
self in any of these five listed types. That s
great news and you re to be commended.
That said it s also just as possible that
despite the fact that you re not a micro-
manager, poor communicator, saboteur,
bully or nutcase, there is still friction in
your work team and you are struggling
to get the most out of those you ve been
charged with leading.
This can be due to clashing working
styles. Though many adjust to the working
style of their boss, you should make an
effort to recognise the differences in the
people who make up your team and look
to leverage the positives of all. It is hard
to argue that in a case of conflicting per-
sonalities, it is the boss who should bend,
but if you don t get productivity out of
your employees, you re not just a bad
boss, but a failed one.
The recruitment agency OfficeTeam,
also identified four different types of
working styles. Though styles are inher-
ently generic, their value lies largely in
the acknowledgement that there are
indeed varying ways to perform one task,
and that each employee (including you
The Boss) will have a different optimal
working environment. It s your job to
ensure that the office is optimal in as
many ways, for as many people. Nobody
said being the boss was easy.
You will recognise the Type I working
style in a team member who is very pre-
cise and values in-depth analysis over
gut reactions. This individual will appre-
ciate a boss who puts things in writing,
lets them consider all the details of a sit-
uation before being asked to respond and
is thorough when requesting the com-
pletion of a task.
the lookout for when they re being too
indecisive and holding back progress.
The Type II working style is embodied
by an employee who others often turn
to for encouragement or as mediator
when things need to be calmed down.
They do best in a convivial work envi-
ronment. Overly aggressive tactics on
such an individual may likely backfire.
To get the most out of Type II, encour-
age them to look beyond their self-
appointed Mother Hen role and become
more independent and goal-oriented.
A Type III employee has an opinion
on everything and a groundbreaking idea
on one more. Not just that, he engenders
excitement and energy on even the most
mundane tasks. If your company wasn t
already unionised, he would have been
All working styles have their benefits,
but the value of a Type III is often the
most clear as they can quickly boost
morale which has a direct effect on team
To get the most out of these live-wires,
don t tie them down too much to a daily
routine, and allow them to work in teams
(so that they can talk freely). However
look out for instances when their energy
starts to wear on others, or their hastiness
causes errors in work output.
The Type IV team member is likely to
be tomorrow s boss. She is determined
to succeed and is quite competitive.
Are you a good boss?
Don't be a bad boss
T&T Chamber of
Industry and Commerce
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