Diego orus: 10 Deadly Sins of boss that irritate your colleagues

Saturday, July 13, 2013

10 Deadly Sins of boss that irritate your colleagues

The boss is an endangered species, a species that refuses to disappear, the reason LIABILITY which is given to one person and that 86% of the time condemn their teams, companies and organizations to go at your pace and as a funnel with a wide head upward and others downward widthwise generating bottlenecks or plugs.
Juan Carlos Cubero, claimed that, in terms of management quality (measured in terms of talent heads) Spain ranked 26th in the world and not 8 as would correspond to its size as a world power. A situation that, in his opinion, is due to that 36% of managers in Spain are toxic and only 16% are good managers or leaders who create a climate of satisfaction, performance and development.
A toxic leader is someone considered unbearable by his collaborators, one person actually harmful to mental and physical health of all sufferers who work with and for him.
The 70% of people who leave their companies do a poor relationship with his boss. people do not leave companies, they leave their bosses.
The 10 Deadly Sins of head, which according to RAE excesses or defects are voluntarily committing superiors or heads of teams, companies or organizations
Chief. (From fr. Chef).
-Top or head of a corporation, party or trade.
Sin. (From lat. Peccatum).
- Transgression voluntary religious precepts.
-Thing that deviates from what is right and just, or missing what is due.
-Excess or defect in any line.
-Default someone ponders mild or exaggerates a lot.
-Act with that man sins willfully.
Capital: Of or pertaining to the head
Spanish workers explain what are the most irritating behaviors of their leaders:
In 2007 The Center for Financial Studies (CEF) conducted a survey to know which are the 10 behaviors irritate bosses most Spanish workers.

The survey that gives rise to this study was sent via e-learning platform of the Center for Financial Studies to all members of the Alumni Association (ACEF), to subscribers of the journals of CEF (Taxation, Accounting, Security Social, Employment Law, Human Resources and CEFGestión CEFLegal and subscribers of electronic books (free) from the same center.

The Center for Financial Studies offered respondents a list of 34 possible behaviors of heads that can irritate your employees. And they were asked to point to 10.

These behaviors were presented in random order to avoid bias. Throughout the study, these behaviors have been selected after considering similar studies from various sources.

The questionnaire was available from December 4, 2006 until February 2, 2007.

There is no universal recipe on leadership

The study was led by Angel Fernández Muñoz, a psychologist and professor of Masters in Human Resources CEF. This study appears to give managers know what the most irritating behaviors to their employees, make them aware of these errors and eradicate them.

According to the director of the study, there is no single universally valid leadership style for any type of organization and time. Moreover, for different organizations and partners are different styles of management. That is, that style is a function of the field (business) and people (subordinates). That, therefore, it is useless to seek a panacea about leadership, because quite simply there is no universal recipe adds.

Also, if the leadership is a function of the organization and its employees, it seems logical loaded the need to know the opinion of these to adapt their own behavior to the situation and individual contributors, explains study leader.

Thus, the ten most irritating behavior for all respondents are:

1st. It clearly communicates the objectives (46%).
2nd. No motivation (44%).
3rd. Not communicate well (32%).
4th. Not listening (32%).
5th. No leads, but demand (32%).
6th. Does not teach, no form (31%).
7th. It frequently contradicts (31%).
8th. Incompetence policy (29%).
9th. Not well managed your time and that of their colleagues (28%).
10 °. It is often stressed (27%).


Three of these behaviors (1st, 3rd and 4th) are related to internal communication in organizations. Which means, according to Angel Fernández Muñoz, that this policy is still an unresolved issue that requires more skill than any other policy. And it is a skill that is learned and developed.

Similarly, you can learn to motivate, to provide leadership, to teach, to manage time (own and collaborators) and manage stress. ? Countless managers who have acquired and developed these skills and many more will continue to do so. Still, it seems necessary to persevere in that way, because it seems some way to go, in view of the present results.

More difficult to address is the frequent contradiction in which managers fall, in the opinion of 31% of respondents. Is this a factor that reveals, rather, a personality trait, so its change is very difficult. That forces us to optimize the selection process of such personnel.

Moreover, policy incompetence is a synthesis of all those deficiencies which severely limit the work of directors. Therefore, the content is difficult to manage, explains study leader.

The differences between the sexes is over 3% in only three cases as:
It fosters creativity (24% men and 19% of women),
Is stressed frequently (25 and 30%, respectively) and
It clearly communicates the goals? (48 and 44%).

Therefore, we can conclude that men and women are the same behaviors irritate their heads.

The age of the respondents have produced the greatest differences (16%) in:

Incompetence policy (between 18-22 years and those> 42 years),
Not respect schedules (between 18-22 years and 28-32),
Not communicate well (18-22 and> 42) and
Unresolved problems (18-22 and> 42).

It follows that the extremes of age are the most significant differences occur.

Forming difference has no less than 10% in any of the items, indicating that the evaluation of respondents is similar, irrespective of its formation. That is, whatever the formation, most irritating behaviors are the same: the formation does not change the perception of those behaviors.

The same has happened with the fact that the respondents whether or not they charge workers.

Spanish respondents differ significantly from the others in the following assessments:

High performance is not recognized (14 and 28%, respectively),
Do not trust my ability (21 and 34%),
No leads but sends (30 and 42%) and
Is authoritarian (18 and 28%).

Participant sample map

According to the director of the study? Sample of 3178 people collection is unusually high for this type of study, in fact, know other similar dimension in our country?. As for the gender of the respondents, the response rate is quite similar, although more women have responded (52%) than men (48%).

The age has brought more responses has been to 28-32 years (27%), followed by 33-37 years (22%). Therefore, half of the respondents have between 28 and 37 years. They are, therefore, people with sufficient experience and professional staff to assess the behavior of their immediate superior.

Most respondents have a university education (81%) and this is not surprising, since the surveys have been conducted in the EFC, center dedicated to teaching courses at Masters level and Oppositions to the Corps in Group A.

Among the respondents, there are more people who have no office workers than those who have them (55% and 45%, respectively).

As to their country of origin, the majority of responses came from Spain (80%), while the rest comes from other 50 countries, approximately, highlighting the South American (in descending order: Mexico, Colombia, Argentina, Chile, Venezuela) .

behaviors can be modified, but for this, we must recognize the need for such prior modification. And even before that, knowing what behaviors are irritating for the employees themselves.

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