Bosses
behaving bf
JohnTelfer offers advice on how to tackle bad leadership
behaviour that can have a detrimental impact on the bottom line
ritish organisations are facing a
talent time homh. In the most part,
this has been fuelled hy the state of
the economy hut it has also heen
exacerbated hy issues
with leadership.
What do we mean by talent time bomb? During
times of economic strife and high unemployment
many employees decide to sit tight in their current
job even when they're unhappy - figuring that
it's better to have any job even if it's not perfect.
But the resultant impact of presentccism in terms
of |ir<)tluc'tivity and cniployiricnt costs often goes
unmeasured, sometimes unnoticed.
As the economy improves and the number
of vacancies increases, organisations may see an
exodus of good workers who, feeling dissatisfied
and disengaged, will seek a better work life
elsewlicre. Losing good talent at a time when the
company is focused on future business growth
could put potential expansion plans at risk. Recent
statistics from the Office of National Statistics,
dated Q3 2012, show that the number of unfilled
vacancies is up by 30,000 from the same period
last year, reflecting a trend towards a more vibrant
recruitment market .
As the economy begins to pick up and the
number ot vacancies grows, retaining the best
Ineffective management
is costing UK businesses
more than Eigbnper year
in lost working hours
'I.I March 2013 www.trainingjournal.com
talent becomes even more important. A'lotivated
and loyal employees are a company's best asset
during times of economic hardship and tlic cavlx
stages of recovery. Good leadership during bad
times helps to increase loyalty; bad leadership,
however, exacerbates feelings ot distrust and lack
of commitment, making employees increasingly
likely to begin to look elsewhere. Yet badlv behaved
because most comjianics have no way to measure
the impact of this behavicmr on employees and on
profitabilit}', they continue to display these traits
unchecked by HR and the board.
Bad behaviour can defined as anything generally
considered inappropriate or unprofessional in the
workplace. This could include, but isn't limited
to, bad language, lyi iu; (on- and ott-
unsupportive, not listening to the opinions of staff
or others, not taking into account team members'
beliefs or limitations, and/or being rude or
offensive. Of course, behaviour is very subjectiv'e,
and what offends one employee may not dftend
another, but all companies should operate within
regulations set out in employment law and
also operate within boundaries of good sense
when it comes to behaviour.
ICM recently undertook a survey of <
1,000 people in Great Britain on my
company's behalf and found that
seven out often people had left ;
a job because of a bad boss.
Addressing leader behaviour is ^
an action that can be taken '
now to improve worker
engagement and retention
of the best people
before they are likely
/
'"^
to leave.

Bad leadership isn't just bad for talent retention; it
also has a direct impact on the bottom line. Fifty
four per cent of employees we surveyed have had a
problem with their boss's leadership style at some
point. These problems can lead to a disruptive
working culture, with increased Incidences of
individuals taking 'sickics', purposely doing less
ftical jokes.
In fact, the Department of Business, Innovatio , eferences
and SkiUs estimates that ineffective management""' http://www.
is costing UK businesses more than 19bn per ons.gov.
year in lost working hours . uk/ons/rel/
The recession alone can't be blamed for the poor Ims/labour-
behaviour of the UK's leaders. Our research found market-
statistics/
that one British boss in every three doesn't behave
decem-
well, with many classed a.s merely adequate (24 per ber-2012/
cent) and 11 per cent 'bad'or 'despicable'. Yet the statistical-
responsibility' for these 'bad' behaviours may not lie bulletin.
on the shoulders of the bosses themselves. In the html#tab-
past some 'bad'behaviours may have had a positive
impact on employees and profitabiUty but recent
company changes may now result in that same
behaviour ha\inii a detrimental impact.
l ake the 'bulhing'boss for e.xample. In the past, uploads/
e head o sales may have used bullving tactics system/up
^ loads/at
in order to meet targets, often with great results.
tachment
Two years on, as the business has matured and
_data/
the sales director is now the Cl'.O, the bullied file/32327/
employees suffer from low morale, and decreased 12-923-lead
commitment and the company is haemorrha;ing
statt. The result is poor longer-term business
performance and increased staff recruitment costs ment-key
both of which outweigh any increase in sales -to-sustaina-
ble-growth
that the C E O has encouraged.
-evidence,
In this circumstance, the behaviour that was pdf
www.trainingjournal.com March 2013 I'J
 FEATURE

Reference Profitability was that British workers are less keen on having
3 IBP's As this example shows, bad or inappropriate visionary bosses who behave we, like Richard
Leadership behaviour does have a direct impact on the Branson, wanting instead those that are good at
Employee profitability and success of a company. When we team buding. The survey asked respondents to rank
Index al- analysed the results of the ICM survey against our the foowing statements in importance to them:
lows organi-
benchmarked Leadership Employee Index'', we someone who respects my views and beliefs as a
sations to
quantifiably found that the average British boss is lagging 16 person and works hard on buding relationships
measure per cent behind our good leadership practice score. that will help me succeed in my job - 34 per cent
leadership Organisations that have used the LEI to measure someone that gives me lots of guidance and
and man- leadership behaviour and have taken action to advice and ensures I develop the skills I need to
agement change it have directly achieved an average profit succeed in my job - 24 per cent
behaviours, improvement of 5 per cent. someone who encourages and nurtures my
rather
than just This quantifiable improvement on the bottom development within the organisation -
outputs. line is a compelling reason for British businesses 20 per cent
Employees to look at measuring their leaders' behaviour and someone with lots of influence and vision who
answer its impact on their workforces. inspires me to succeed in my job - 16 per cent
a series none of these 5 per cent.
of short
questions
Impact on the eeonomy
anonymous-
It's not just internally that bad leadership Behaviour versus skill
ly and the behaviour is having an impact. A poU of insolvency So how do we want our leaders to behave? We
responses experts carried out by insolvency trade body R3 asked our respondents to identify what traits they
are mapped found that incompetence or bad management by look for in an ideal boss. Surprisingly, visionary
against company directors causes 56 per cent of corporate and influential bosses were the least popular type
proven data failures, and that poor management and leadership with those surveyed - only 16 per cent felt driven
models to
is holding back the UK's economic growth'. by an inspirational leader with vision. The most
help under-
stand the If the average UK business leader is lagging 16 per commonly sought leader was the team relationship
business cent behind our good leadership practice score, that's builder who respects employees' views and beliefs
impact of not just bad for business, it's bad for the economy. (34 per cent). This means being valued at work is
leaders' and According to the research undertaken by ICM on important to employees and a key behaviour to
managers' behalf of IBP, British workplaces are rife with bad develop in staff.
behaviours
leader stereotypes like Mr Burns and David Brent Companies, however, would be skewing training
but good ones too, like Karren Brady, Alan Sugar and development budgets if they focused solely on
and David Cameron. What was surprising, however. ensuring their management were strong relationship

Leadership Employee Index Frame^vork

Leaders lead, influence
Leaders enable employees
and inspire employees to
to achieve the desired
achieve the desired results
results expected of them
expected of them (trust;
(right equipment; clarity
shared vision; support
of expectations
individual opinions;
and accountabilities).
coach, address problems;
team buy-in).

Leaders build constructive

relationships with
Leaders create and support
employees to create a
a developmental culture
working environment
(Personal Development
which supports high
Plans; career management;
performance (accessible
guidance & advice;
leaders; ethical behaviours;
opportunities to
listen to employees; united
improve skills).
teams and
no discrimination).

46 TJ March 2013 www.trainingjournal.com


builders at the expense of other bebaviours.
Twenty four per cent of respondents cited the
ability to provide employees with guidance, advice
and develop skills needed to do a job weU, and 20
per cent also stated that nurturing and encouraging
their development were ideal traits in a boss.
Wbat these statistics highlight is a growing need
to measure leadership behaviour to identify which
ones are frequently or inherently displayed by
individual managers and then determine the impact
these have on employees and on the bottom Une.
By focusing on behaviours rather than skills,
we are able to determine a leader's natural
Strengtbs and weaknesses. By asking employees
to rate bosses' conduct and style, you're more
likely to get an honest outcome than if you ask
the leaders themselves or their peers to rate their
behaviours. Beware, however, of skewed results
due to disengaged employees or even those who
have been in the role a long time and are jaded.
An employee who is disengaged is less likely to
view change positively and a survey is the ideal
opportunity for them to vent. Make sure that
IBP's Bosses Behaving Badly survey
Analyse your workforce by age Our survey found that age also
alters how bosses' behaviour makes people think and act.Young
people are the most likely to have a problem with it while the
older generations are more to le rant. Thirty two per cent of 18- to
24-year-olds gossip compared to just 13 per cent of 55- to 64-year-
olds. Eighteen- to twenty-four-year-olds are also far more likely to
disrupt other colleagues, do less work or take sick days as a result.
But 55- to 64-year-olds are most likely to raise concerns directly
and the over 65s are most likely to seek another job
Analyse your workforce by gender Our survey found that men
more often had a lower opinion of management than women,
despite male employees generally earning more and being seen
as having more opportunity in the workplace. Men are also more
likely to raise issues directly with the boss and play the disruptive
office prankster than their female colleagues, who seem to be
more accepting.
Source: IBP's British Bosses' Behaviour surevy was conducted
among a representative sample of more than 1,000 working people
in Great Britain in September 2012. Elements of the data were
then analysed by IBP using its Peformax Leadership Employee
Index software to measure general worker views of their bosses'
performance against benchmarked good practice data.
>
www.trainingjournal.com March 2013 TJ
47
FEATURE

Bad or inappropriate leaders to adapt behaviour. What's key is to ensure

behaviour does have
a direct impact on the
profitability and success
of a company
Reference your metrics are able to measure, or be analysed
4 https:// according to, variants such as age, length of
www.gov. employment, seniority and so on.
uk/gov Companies can take this behavioural analysis a
ernment/ stage fiirther and map these behaviours against a
uploads/ benchmark of traits recommended for their industry
system/up-
sector, such as ethics, trust and ability to influence.
loads/attach
ment_data/ The results wiU highlight where potential gaps are
file/3232 and determine whether these traits are likely to have
7/12- a detrimental or positive effect on the bottom line.
923-leader Behavioural analysis can also help to support
ship-man future business growth. By identifying the types
age of behaviours required to successfully deliver
ment-key- forthcoming company objectives or performance,
to-sustaln
L&cD can then create solid training and
able-
growth- development plans to fill leadership gaps. Both
evidence. actions wiU help steer an organisation's leadership
pdf and management to produce far better
business outcomes.
For example, a sales director who displays strong
relationship building traits may have been promoted
into the position while the company was in its
start-up phase. However, analysing his behavioural
traits may show that he lacks the tenacity required
to meet future aggressive sales targets. He may be
more productive and successful heading up customer
service teams that thrive on building and developing
long-term, strong relationships - perhaps with those
customers they initially developed relationships with.
Training and development
Poor performance by leaders is usually caused by
lack of experience. We often come across bosses
John who were promoted into leadership roles simply
Telfer because they were good at their job. Being good
is MD of at their job doesn't necessarily mean that they will
Inspiring be great leaders - certainly not without formal
Business management training.
Performance. Problematic leadership can be overcome simply
He can be
by identifying the behaviours that are having a
contacted via
detrimental effect, and comparing them against
www.inspiring
business the behaviours necessary to deliver company
performance. objectives. Once the gap is analysed and measured,
co.uk HR can develop actionable plans to work with
that the outcome of the behaviour is qualified and
quantified. Sounds simple doesn't it? And it is
with the right tools and understanding of what the
company as a whole needs to achieve.
This approach can be distilled into a simple
four-step process:
identify what skills are required for the business
to meet its current objectives and those that will
be needed in the next two, three and five years
identify where behaviour gaps exist
identify where potential talent already exists -
increase employee engagement
develop plan to address gaps:
match employees to managers to
increase performance
consider horizontal moves around company
where managers may perform better in other
areas. Think laterally. If a manager displays a
propensity to offer advice and help develop
skOls, look to newer departments who would
benefit from this wisdom
develop targeted training and development
plans. This could be as simple as a training
course or using internal or external mentoring
programmes to refine existing skills.
Of the above steps, it's important to remember
that training and development is not a 'one size fits
all' process. Each leader who has responsibility for
delivering company objectives needs to be measured,
their behaviour mapped, and then a plan developed
to fit them specifically, otherwise you run the risk of
merely raising awareness of detrimental behavioural
traits rather than actually changing them. Of course,
more generic training courses may be appropriate
in certain circumstances but, on the whole, tailored
programmes wiU bring the most benefits.
The next generation
This exercise isn't a one-off, however. To ensure
that positive behaviour is demonstrated from
the top down, leaders should be measured on a
regular and ongoing basis. Consider it an annual
M O T that ensures that your leaders arefitto
perform for another year. With analytics in place
that are constantly revisited and reassessed, and
training and development programmes adapted
and refined, companies can ensure that employees
remain engaged and productive and that will go a
long way towards preventing the talent time bomb
from exploding.
By ensuring that the analytics are applied down
through the organisation, you are also able to create
and develop the next generation of leaders who wiU
be driving your company on its road to success. TJ

TJ March 2013 www.trainingjournal.com

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