News

"Here's an ugly reality about being a manager," The Globe's Wallace Immen wrote recently in his article Sorry, boss, but everyone hates you

"It's nothing personal, you understand. Rather, every one of them is likely to despise at least one thing about how you treat them at work."

That's the conclusion of an analysis of a decade of surveys representing the opinions of more than 50,000 employees in Canada and the United States.

The responses from both countries are remarkably consistent, says Bruce Katcher, president of employee survey company Discovery Surveys Inc. in Sharon, Mass., who compiled the results into a book, 30 Reasons Employees Hate Their Managers.

"Under the surface, nearly everyone rankles at being told what to do and harbours distrust of people who have authority over them," Dr. Katcher told Mr. Immen.

These aren't factors that would move the average person to harm the boss, he stresses.

But they are underlying concerns that can create a climate of animosity, which, in turn, can hinder productivity.

What do you think? Do you hate your boss? Is there something about him or her that makes you a less-productive employee? Or are you one of the lucky ones who has a great boss?

Dr. Katcher was online earlier today to elaborate on his findings, to answer your questions and to offer his advice.

Your questions and Dr. Katcher's answers appear at the bottom of this page.

Dr. Katcher is an industrial/organizational psychologist with more than 25 years experience conducting employee surveys.

Prior to founding Discovery Surveys in 1993, he served as the head of the organizational research and development practice of the Wyatt Company's Boston office.

His views on employees and his survey research have been frequently quoted in The Wall Street Journal, The Boston Globe, The Christian Science Monitor, Industry Week, Science Magazine, and The Washington Post.

Dr. Katcher received his doctorate in industrial/organizational psychology from the University of Maryland in 1983. Prior to working at Wyatt, he held positions at Upsala College, Rutgers University, and GEICO.

He has conducted surveys for more than 100 organizations including Alcoa, American Student Assistance, Delta Dental Plan, Fidelity Investments, GEICO, the Massachusetts Medical Society, the Lahey Clinic, the Mayo Clinic Johnson & Johnson, Revlon, Science Magazine, Sodexho USA, Timberland, and W.R. Grace.

Editor's Note: globeandmail.com editors will read and allow or reject each question/comment. Comments/questions may be edited for length or clarity. HTML is not allowed. We will not publish questions/comments that include personal attacks on participants in these discussions, that make false or unsubstantiated allegations, that purport to quote people or reports where the purported quote or fact cannot be easily verified, or questions/comments that include vulgar language or libellous statements. Preference will be given to readers who submit questions/comments using their full name and home town, rather than a pseudonym.

Virginia Galt, Globe and Mail: Welcome, Dr. Katcher, and thanks so much for joining us today to talk about why employees often hate the boss.

The topic clearly resonates with our readers, who have submitted several questions seeking advice on what can be done about this unpleasant us-and-them culture that has developed in so many North American workplaces.

As an organizational psychologist and management consultant, you have surveyed tens of thousands of employees in Canada and the U.S. about what bothers them most about work. Not all are unhappy, of course. But, among the disengaged, a bad relationship with the boss comes up frequently. To get us started, would you mind outlining some of the top things managers do that cause them to be so disliked?

Dr. Bruce Katcher: There are many things that managers do that cause their employees to dislike them.

Here are a few of the major ones that I discuss in my book "30 Reasons Employees Hate Their Managers":

* micromanaging them rather than just letting them do their job.

* not listening to their opinions or suggestions

* not providing them with the tools and equipment they need to do their work

* not providing them with recognition for work well done; providing useless performance reviews

* not paying them what they know they deserve.

Feeling Bullied, Brampton, Ont: How do you deal with an individual who has an old-school mentality of cowing employees into submission?

Free thought and robust dialogue about an alternate idea is not the way to go. When you do bring up alternate thought, the leader invariably makes you feel uncomfortable and thinks that you're just 'stupid'.

After a while you just feel bullied into following. Motivation becomes an issue. How far should anyone tolerate this approach?

Dr. Katcher: Unfortunately, you are not alone. Our surveys over the years have shown that 52 percent of employees do not feel free to voice their opinions openly in their organizations.

As a result, many employees don't bring up valuable ideas and suggestions. I would suggest that you move to the tension.

If you're feeling brave enough, sit down with your boss and tell him or her how you feel when your opinions and suggestions are not solicited, not encouraged, and not recognized.

Express the view that it is better for the organization and your customers if there can be more healthy discussions about alternative ideas. You might also point out that if everyone in your workgroup can contribute to finding solutions, there will be less pressure on the manager to always come up with the best solution.

David Zinger, Winnipeg: If we have a manager we hate what steps can we take as the employee to try and remedy the situation?

If you personally have had a manager you did not like what did you specifically do in that situation? Thank you.

Dr. Katcher: Thanks for your question David. If you and your fellow workers hate your managers, there are a number of things you can do to try to remedy the situation.

You should not simply avoid the problem. That will probably make it worse. First, keep an ongoing list of the specific things that the boss is doing that make it difficult for you to do your work effectively. Then ask to meet with your boss to discuss these issues.

You must do so, however, in a non-combative manner. Try to work with your boss to come up with ways that these problems can be avoided in the future. If this fails, you can try to discuss the matter with human resources. As a last resort, you can also try to discuss your concerns with your bosses' boss.

I also have had bad bosses in the past. One approach I used that you might consider is to try to work in a different part of the organization where you are able to report to a different boss.

Administrative Assistant Extraordinare: Bosses can be bosses, managers and leaders but it's the 'I'm better than you, condescending, power-tripper' attitude that they develop or bring to their position that irks me and makes my working life miserable.

In particular, I believe the legal profession has a secret 'Crap-on-Admins 101' course as part of being called to the Bar. Hey, we're all in this together - some are presidents; some are janitors - can we not just get the job done and work with what we have?

Dr. Katcher: Thanks for sharing this common concern. Sad but true, 46 percent of all employees believe management treats them with disrespect.

Here are a couple of suggestions. Push back. If you are being treated disrespectfully, say something to the offender like: "We're all on the same team here. I would be happy to work with you to meet this deadline but not if you treat me disrespectfully."

Be sure to put new employees in their place early on. Tell them that you can help them get their work done but that they have to treat you as a valued partner.

Lynn Shwadchuck, Sharbot Lake, Canada: I was on the management team of a small creative service company for ten years and never felt really heard.

After I left, the owner sold the company to a U.S. conglomerate. Suddenly the light went on for me. All my suggestions and complaints were related to efficiency and organic growth of our client base.

I see now that the owner's priorities were about perceived value. As long as everything looked impressive from the outside it didn't matter to the owner if we kept bumbling along and struggling with internal conflict. Now I wish I hadn't wasted so much emotional energy on my resentment.

Dr. Katcher: Thanks for sharing your realization, Lynn. Unfortunately, senior management often doesn't share its real goals and intentions. It, therefore, makes it difficult to know how to best serve the mission of the firm.

I have a business associate who was recently laid off from her position as a sales manager. She was told that her sales commissions were too high and they couldn't afford to keep her.

In fact, one week after she left, the company was sold. Her manager was trying to reduce expenses before the sale. Employees just often aren't told the whole truth.

CD W, from Canada: I work for a public sector employer. I have been a manager in this sector; now it is time to be on the front lines. We have multiple managers, some quite younger than myself who have no idea how to deal with intelligent adults.

The manager of the whole operation denies being the source of all of the problems, yet lets his underlings, minions and lickspittles implement the policies that are interfering with the work we do.

I would not mind, but everyone lies to our faces everyday. Any lower manager who gets a hint of moral backbone loses it quickly when the big boss hears about it.

So hate of the boss is not the problem, it is the behaviour of the boss. And I suppose the younger managers have decided that in order to feed their families,they have to carry his poisonous water.

I have outlasted all of these guys for 24 years. I can watch and wait another 8 to 13 years. Also the managers really hate it when a perceived subordinate is independenty well off, cannot be intimidated in the workplace, and can carry the day against the immoral behaviour of the managers. Any thoughts?

Dr. Katcher: This sounds like a horrible organization, CD W. What a terrible drain it must be for you each day to have to fend off the immoral behavior of others.

Let me ask you this. If you are "independently well off," why not leave and find some greener pastures elsewhere? Sometimes it is better to just move on. This is something all employees should seriously consider often.

Just like employers periodically assess whether to keep or dismiss employees, employees need to periodically seriously assess whether their employer is worthy of them staying.

Michelle L, Toronto: I work in education. I am skilled and educated in my field and like my job very much. I have received excellent performance reviews and recognition awards with the same organization.

What I do not like about my job is my boss. My boss has two qualities which make my job very difficult: he doesn't care about education and he is incompetent.

For example, he will withhold information necessary for me to do my job. He will say (or email) that he will do something, not do it and then claim that he didn't say he would do it.

He does not care about, nor is he interested in policy or procedure. Comments about him to his boss are answered with: "I'm sure he didn't mean it. Why don't you take him out for coffee and tell him how the connect the dots?"

What do you recommend? Should I look for another job?

Dr. Katcher: To look or not to look for another job, that is the question, Michelle.

Have you followed the advice of his boss and met with your boss to discuss your concerns? How intolerable of a situation is this for you?

If it happens every day, if it makes it difficult for you to enjoy your work, if it has an adverse effect on your students, if you have sincerely tried to improve the situation, and if everything you have tried to remedy the situation has failed -- then, I would say -- yes, it's time to try to move on.

Life is too short to stay trapped in an intolerable situation.

Virginia Galt, Globe and Mail: Thank you so much for joining us today and providing such insightful advice to our readers.

Do you have any closing thoughts?

Dr. Katcher: Yes Virginia, I would like to say a couple of last things.

1) Managing others is VERY difficult. As much as you might hate your manager, recognize that if you were placed in his or her situation, you might have a difficult time as well. Be empathetic with your manager.

2) Move to the tension. Avoiding problems with your manager is a sure way to make them worse. Just like you need and desire feedback from your manager, your manager needs feedback about how well he or she is managing as well.

3) Focus on the mission of your organization and your work. You don't have to love your manager in order to serve your organization and your customers well.

Try to maintain a civil relationship and up-beat attitude. Often times a negative attitude can make it difficult for managers to do their job well of trying to manage you.

For advice on how to become a better manager and to receive some support in the fact that many employees have difficulty with their managers, I encourage you to ready my book, "30 Reasons Employees Hate Their Managers."

You can also sign up for my free newsletter, "Improving the Workplace," by visiting www.DiscoverySurveys.com.