Please add your story about a bad boss, present or past, to the “Leave a Comment” section at the bottom of this blog post. If your boss is still around, give him or her a different name and circumstances. Then come back later to read other people’s stories. If you leave your contact information, you may win a live coaching session from me, William R. Murray, to help you deal with the situation. If it was in the past, you can still learn from it.

If you are or have been the “bad boss,” give your boss a different name. Write your story from the point of view of one of your direct reports. This exercise will give you new perspective and empathy. And if you leave your contact information, you may win my live coaching session.

Micromanaging Mike

Long ago I was an internal consultant for leadership development at a major company. I would talk with senior managers to see if they wanted to launch training projects for their department. These projects would require a lot of time from them and their managers. They needed to be convinced that the project would pay off. Usually they were skeptical.

My boss, Mike, would want to hear all the details after I met with a VP. He would then tell me exactly what to say at my next meeting. I felt he did not trust me to make he right moves. After I had a track record of several successful projects, I came to detest what felt like his “breathing down my neck.” I asked Mike to give me some leeway, but he refused.

After putting up with this micromanagement for over a year, I finally went to Mike’s boss to complain and ask for more breathing room. Mike’s boss pointed out that I really could do anything I wanted since Mike never accompanied me to these high-level meetings. All I really had to do was put up with Mike’s supervision and then do exactly as I pleased.

This was not the answer I wanted. However, I realized that it was true. I just decided to be more patient with Mike who always to the end wanted to tell me exactly what to do. I could not change Mike, but I could change my reactions to Mike, and I did. I learned to enjoy my actual freedom and put up with Mike. He eventually moved on to another place.

By William R. Murray, CEO of Eagle Alliance Executive Coaching

32,000 Feet Fred

I once coached a Fred, senior manager who did not supervise closely enough. I nicknamed his behavior, “flying at 32,000 feet.” That recalled how President Bush had flown at 32,000 feet over the Katrina hurricane flood waters in New Orleans and looked out his window. His critics said he should have been there on the ground inspecting the disaster and calling in relief.

Fred got himself into trouble that way. For example, one time a direct report of his was late on a project and his lateness cost the organization a lot of money. People said Fred should have been on top of that scheduling. Fred just thought his direct report could handle it, but that person overlooked the obvious deadline.

I pointed out to Fred the need for him to be more involved in the work of his staff. But he kept on insisting that he did not want to micromanage. Unfortunately, he could not see how his lack of involvement was hurting his organization’s performance. But his Board of Directors saw that, and they let him go.

By William R. Murray, CEO of Eagle Alliance Executive Coaching

Non-communicative Board President

A CEO told me how he had a 2-year long good relationship with his President of the Board of Directors. Then out of the blue, the President told him the Board was firing him. The Board would not discuss reasons. If the CEO wanted his severance package, he must sign an agreement not to publicize anything bad about the Board or the organization.

The CEO needed the money and signed. He persisted in asking for the reasons for his dismissal. None were ever given.

By William R. Murray, CEO of Eagle Alliance Executive Coaching