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Higher-ups' help needed to address tyrannical boss
Q: My new boss is incompetent, vindictive and paranoid. Everyone knows she was hired only because of a prior relationship with her manager. She is argumentative and refuses to answer questions, mainly because she doesn't know anything. If you go to someone else for information, she finds a way to punish you. Our whole department is afraid of her.
I used to love my job, but now I'm drained and depressed every day. Although the issues are well-
documented, nothing has been done, as the "big boss" is in her corner. How do I handle this situation?
A: Unfortunately, you are dealing with two incompetent managers: your abusive boss and the higher-up who supports her while she terrorizes the department. To have any hope of change, you must enlist other people to your cause.
Fundamentally, this is a question of leverage: Who has the power to improve the situation? If you work in a large company with multiple management layers, you need to find a high-level ally who is in a position to influence your boss's boss.
Getting management's attention may be difficult if you are operating alone, so involve other co-workers in talking to your potential supporter.
Don't turn this meeting into a gripe session about your evil boss's personality. Instead, focus on business-related issues that matter to upper management. Explain how the tyrant's actions are delaying projects, harming quality of work, damaging customer relationships or causing valued employees to leave.
Keep in mind, however, that that this strategy is not without risk. The higher-ups may continue to support your manager. And if they tell her about the complaints, she might become meaner than ever. So you must weigh the potential costs and benefits of taking action.
If you are in a small company, where the "big boss in her corner" is the owner or president, your odds of success are lower. That person will have to admit to being wrong, which many executives are reluctant to do.
Remember that you always have the personal power to leave. If escaping this bully is worth the stress of a job search, consider looking for a saner environment. If you choose to stay, the benefits of keeping this job apparently outweigh the pain of the bad boss.
Q: An irresponsible colleague received federal grant money to do a specific amount of training. She did not complete the work and now is falsifying documentation by asking people to sign fake attendance rosters for nonexistent workshops. Complaints were made to her supervisor, who has done nothing. Neither higher management nor the director of the grant knows that she is fudging these training hours.
Should I keep my mouth shut or inform someone?
A: Ethically, you should report the violation to the director of the grant, because falsifying records could lead to penalties for your organization and jeopardize future funding. Because the lack of training should be easy to prove, the director may be able to investigate without mentioning your name.
When you report the problem, simply provide the relevant facts and avoid subjective opinions about the offending employee. You don't want this to look like a personal vendetta.
One question, though: Has anyone spoken directly with the violator? If you're comfortable bringing up the issue, consider giving her a chance to "come clean" on her own. If she fails to follow through, turn her in.
- Marie G. McIntyre is an Atlanta-based workplace coach. Her weekly column is syndicated by Knight Ridder/Tribune News Service. Send questions at www.yourofficecoach.com.
