“A boss creates fear, a leader
confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a
leader asks questions. A boss makes work drudgery, a leader makes it
interesting.” ―Russell H. Ewing
Beverly Kaye said, “People don’t leave
companies, they leave bad bosses.” Additionally, employees don’t appreciate
working under ‘helicopter bosses’. ‘Helicopter bosses’ are the superiors and
supervisors who micromanage their employees and are control freaks. They often
interfere into the tasks of their employees and chase them to execute tasks. They
don’t trust their employees’ capabilities and competencies. They don’t
encourage creativity and innovation in employees. As a result, employees’
productivity and performance falls and also their morale. Their intentions may be good but their actions
are bad. They often suffer from stress and burnt out.
Currently employees don’t like to work
under bosses. They don’t even appreciate working under leaders. In contrast,
they appreciate working with leaders who offer challenging opportunities to
unlock their potential and creativity. As there are a plenty of career opportunities
everywhere for capable and hard working employees, they prefer to work with
partners who are leaders. Ken Blanchard
rightly remarked, “In the past a leader was a boss. Today's leaders must be
partners with their people... they no longer can lead solely based on
positional power.”
There are many advantages if bosses get
out of ‘helicopter bosses’ mindset to excel as leaders. They don’t have to spoon-feed
their employees. They can delegate their tasks that encourage employees to
unlock their potential to perform well. They can empower their employees to
grow them as leaders. They can also encourage their employees to explore and
experiment to earn their respect. Above all, they can build leadership pipeline
and next generation leaders.
Handle
‘Helicopter Bosses’ Carefully
Be careful to handle helicopter
bosses. Be diplomatic and assertive. You
must stay ahead of the game. Maintain safe distance from them to avoid
excessive interference. Inform them that you lose concentration due to their constant
presence. Avoid discussing your personal issues with them. Strictly stick to
the professional relations. Fire them, if they cross the line.
To conclude, it is neither good for ‘helicopter
bosses’ nor for their employees. ‘Helicopter bosses’ must learn that too much
of anything is bad for them and for their employees. Hence, they must reinvent with the changing
times and expectations of employees to evolve as true leaders who care for
their employees.
“The best leader is the one who has
sense enough to pick good men to do what he wants done, and self-restraint
enough to keep from meddling with them while they do it.” ―Theodore Roosevelt
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