IMPORTANT: I use the words good and bad to describe leaders and leadership in this article. Regardless of what I think is good and bad, this article will ring true if you use your own definitions.
leaders protect bad leaders
Looking back on my decades of organizational employment, I cannot remember seeing a good leader terminate another good leader; makes sense, right? Good people recognize and support other good people. I have seen a few good leaders shown the door by bad leaders, but the thing I’ve observed the most is bad leaders keeping their jobs regardless of what kind of leader they work for.
Protecting bad leaders by telling everyone how great they are enables them to climb a ladder of lies. They get promoted and end up spreading disruption, dysfunction and stress wherever they lead until enough people complain or quit.
how we “exit” bad leaders
I’m sure you’ve seen these announcements about a leader you always thought was terrible:
Announcement 1: “As part of our reorganization, {name of departing leader} will be leaving {name of organization}. I’d like to recognize {first name of departing leader} for {praise, praise, praise}. Please join me in thanking {first name of departing leader} for {her/his} contribution to {name of organization}.”
Announcement 2: “{Name of departing leader} has left {name of organization}. {First name of departing leader}’s team will now report to {name of incoming leader}.”
Announcement 2 is a passive-aggressive message to the organization that the departing leader really pissed-off her or his boss. Announcement 2 is the exception, not the rule. But passive-aggressive as it is, it’s still better than perpetuating the status quo by exiting a bad leader with the positive spin of Announcement 1. So why do senior leaders in organizations almost always use Announcement 1?
it’s the law
Depending on the law in your jurisdiction, people can be awarded damages for defamatory statements (slander and libel) depending on the truth and/or the damage caused by certain statements. If you don’t want to get sued, be nice or say nothing at all.
never admit a mistake
For generations, leaders were told to never admit a mistake, or “don’t let them see you sweat.” For this reason, admitting mistakes to themselves or to others is difficult for many senior leaders. Getting rid of a bad leader might mean admitting that someone made a mistake in hiring or promoting him or her. Admit too many mistakes and you could be the next one out the door.
keep your friends close and your enemies closer
Organizations are a pyramid: the higher you go, the tighter it gets. At the highest levels within most industries and market sectors, senior leaders are acquainted with each other. The person you are exiting today might be in a position to hire you, or a close friend, tomorrow.
let the sheep graze
In-fighting between senior leaders is a huge distraction for many rank and file employees. It creates uncertainty and confusion, which, in turn, impacts production. Some leaders believe they must act like shepherds protecting a fragile and vulnerable flock. The truth is, however, many workers do get spooked when leaders admit mistakes or create too much change.
protecting bad leaders is bad for everyone
Protecting bad leaders perpetuates disruption, dysfunction and stress, either in your own organization or when bad leaders are passed on to other organizations. When we see bad leaders being protected, we often become discouraged from seeking leadership roles ourselves, or we can become disengaged and dissatisfied with the entire world of work. Lastly, how will bad leaders ever improve if they keep being protected from their mistakes and shortcomings?
you can make a difference when your leaders won’t
Organizations should still avoid public, defamatory comments that can inhibit someone’s ability to work. After all, bad leadership to some might be great leadership to others, and good people and good leaders often fall out of favor with their bosses. But you can do a lot to improve the leadership in your own organization. You can appropriately complain and, in the end, you can quit.
There are a lot of good leaders out there who care about the disruption, dysfunction and stress caused by bad leaders. In Part 3 of my Bad Boss series, I discussed the little nudge your organization might need to get rid of a bad leader. If they do, hopefully you won’t have to read an announcement about how wonderful he or she was.
