Managing a ‘Hostile’ Boss

Every team constitutes a structural design including a reporting manager and the team member. The reporting manager, often referred as a ‘Boss’, personifies leadership and inspirational guidance. A team member delivers a task as mentioned in the KRA. The leader guides the team member to ensure that the KPIs are met. The team members are groomed for different roles in their career path. The situation quash when the behaviour of the boss is at variance with insecurity, personal fears and individual agenda setting in. The boss may micro manage and fail to empower the team member with responsibilities and learning. It becomes hostile when the boss turns a virulent liar and blames the team members in case of any error and deprives them off their credits.
Let us take a closer look to understand how it works in such a situation. The tasks are delegated to the team members. The vantage point is lost, if the deliverables are not totally quantified in the score card. It creates a high scope for blame-game. In absence of yardstick and metrics, any initiative taken by the employee or any work allocated by the boss remains chancy. The more the employee works, the more they are blamed. In such a situation the two entity ends up looking at two different directions at the same point of time. The team member looks at the amount of tasks delivered. The boss looks at the mistakes and the blames. This culminates with the annual appraisal where the team member is marked low, whilst that employee had expected a hike, as a result from the extra initiatives taken. This brings in a cul-de-sac as the boss and the reportee lock-horn with each other.
Just as every problem have a solution so does this situation. There are few areas to be rewired. Here we discuss how the team member can troubleshoot such a situation.
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