Am I a Bad Boss?

Score

Dictate the "how" and require approval on every minor step to prevent any errors.

Delegate the project but check in daily to ensure they are following your specific process.

Provide goals and deadlines, then check in weekly for a status report to ensure they are on track.

Define the strategic "why," empower the team to own the "how" based on their strengths, and act as a resource to clear their path.

Shift the blame to external factors or a specific department to protect your image of authority.

Ignore it and hope it blows over so you don't lose the team's respect or appear weak.

Admit it privately to peers or your board, but maintain a polished, "infallible" front for your subordinates.

Openly own the mistake with your team, modeling that growth comes from learning and giving them permission to be human, too.

Keep it a secret; information is power and the team only needs to know when I say so.

Share the bare minimum details only once the decision is 100% finalized and unchangeable.

Tell the team the change is coming, but keep the "why" and the messy decision-making details to yourself.

Practice "Default to Open," sharing the context and challenges early to invite alignment, trust, and shared ownership of the future.

Publicly identify the person responsible so the organization knows you are "tough" on performance.

Express disappointment and tell the team they simply need to "work harder" next time.

Take the heat in the boardroom but have a stern, one-way "correction" talk with the team afterward.

Act as the "Shield"—take full responsibility to stakeholders, then ask the team, "What system or support failed you, and how do we fix it together?"

A "Barometer"—short-tempered and reactive; your stress dictates the (stormy) energy of the office.

A "Hibernator"—you close your door and avoid the team until the crisis has passed.

A "Professional"—you stay polite, but the tension is visible, leading the team to walk on eggshells.

A "Thermostat"—you consciously stay steady and calm to ensure the team feels safe, focused, and energized.

Make it alone; you’re the executive and the final word should be yours.

Consult a small "inner circle" of allies who you know will likely agree with your direction.

Hold a meeting to hear opinions, but usually, your mind is already made up before it begins.

Actively seek out dissenting voices and different strengths to challenge your assumptions before finalizing the path.

Their current to-do list and why certain tasks aren't completed yet.

Their quarterly KPIs and immediate performance gaps.

Their "goals" for the next 6 months within their current role.

Their long-term career aspirations and how you can empower them to lead authentically in their own right.