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    Bosses Who Kill: 6 Toxic Leadership Behaviors
    Bosses Who Kill: 6 Toxic Leadership Behaviors
    Bosses Who Kill: 6 Toxic Leadership Behaviors
    Ebook95 pages43 minutes

    Bosses Who Kill: 6 Toxic Leadership Behaviors

    By Kimbretta Clay and Melinda Martin

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    About this ebook

    Bosses Who Kill explores, analyzes, and uncovers toxic bad boss personalities and behaviors that are widespread in the professional world. These poisonous behaviors cost money—that’s the bottom line. In short, hold bad bosses accountable to their bad boss behaviors and give them the tools and resources they need to be g

    LanguageEnglish
    PublisherKayAvi Press
    Release dateApr 7, 2017
    ISBN9780998910918
    Bosses Who Kill: 6 Toxic Leadership Behaviors

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      Book preview

      Bosses Who Kill - Kimbretta Clay

      Dedication

      To Avion Elisse,

      my one true love,

      the one who has never left my side,

      always believed in me,

      encourages me,

      loves me unconditionally,

      and is my biggest fan.

      Introduction

      Ignorance is not bliss when it comes to leadership. Loyalty and business can no longer be used in the same sentence. They do not run parallel to each other anymore, assuming they ever did. There was a time when people would work for the same company over thirty years (my stepdad did); they knew each other’s families, prayed for each other during hard times, and felt secure. They had a core belief that if they showed up and did their jobs well, they would have that job for as long as they needed.

      A company stood with the people they employed, and the employees could expect to be given raises and advances within the organization.

      It is completely opposite today. College students are being taught by mentors and career professionals to leave a company within three to five years after mastering a skill or system, because after all, the only way to advance financially is as a skilled new hire at a new company. People are also being coached to choose a boss and not a job, because a bad boss for someone new to the workforce could alter their entire professional future. I am glad to learn that people are saying out loud, Hey, choose a good boss. However, they shouldn’t have to choose a good boss over a good job, good company, ideal location, or other things one typically looks in to when starting a new career.

      In this book, we will explore, analyze, and uncover toxic bad boss personalities and behaviors that are widespread in the professional world. These poisonous behaviors cost money—that’s the bottom line. Hiring executives should spend enough time interviewing and observing new bosses to ensure they fit into their role, even up to implementing at-will probationary hire periods and doing psychological evaluations. In short, hold bad bosses accountable to their bad boss behaviors and give them the tools and resources they need to be good bosses.

      I’ve interviewed over one hundred people, asking them to describe their best and worst boss ever—men, women, and children of various backgrounds, across a multitude of professional fields and sectors, both public and private. As you read this book, you’ll see highlights and lowlights of some of those interviews. It came as no surprise to me that everyone has had multiple bad bosses in their professional lifetime and could only recant one or two people they would consider a good boss. I also researched Gallup polls, surveys, blogs, and other written archives describing experiences with bosses at work.

      One Gallup poll of over one million people revealed the number-one reason people quit their jobs: because of a bad boss or overall bad leadership. In short, people leave bosses or management, not companies.¹

      Bad bosses bully and abuse their staff because they can, because no one is doing anything about it. Because there has been little to no training on how to motivate, lead, inspire, and develop a group of people. There is rarely any accountability regarding the consistent practice of quality leadership skills; when there is, it is usually regarding quantity of the work being done (output/productivity) and a measurement of gains from said quantity (income) of the individuals doing the work. Mainly because the head of these organizations did not submit to the training themselves, so they cannot hold their staff leaders accountable to training and skills they themselves haven’t gained.

      I compare bad bosses to serial killers for the basis of this book. So it’s only fitting that we research the mindset of a serial killer. I came across a subject matter expert online, Shirley Lynn Scott, who wrote an informative article about the mindset of a serial killer, called, What Makes Serial Killers Tick?² Among other research, I found interesting facts and perspectives as well. Shirley and other experts on the subject have stated that the main traits of a psychopath can be defined as follows:

      a callous, exploitive individual with blunted emotions, impulsive inclinations, and an inability to feel guilt or remorse.

      I believe we are in the midst of a serial killer epidemic in corporate America, and I would even say this same epidemic has spread throughout our nation across all professional sectors. When it comes to the new-aged serial killers, they come dressed as bosses (i.e., people of authority) and are giving Oscar-winning performances day in and day out as they slaughter people in plain view.

      We need to implement hard, consistent, natural conse-quences—and quickly. If you abuse your authority, it is taken away—period. Either you know how to lead a group of people to individual or group successes, or you don’t.

      My ultimate goal is to uncover these serial killer bosses, thereby inciting a wake-up call so we can begin the necessary cleanup and transformation of today’s leaders, and teach them how to succeed as a good boss in any workplace.

      Chapter One

      Thou Shalt Not Kill a Subordinate

      Rank does not confer privilege or give power. It imposes responsibility.

      —Peter Drucker

      I’ve always desired to motivate forward movement. I exist to serve. I help others become their best self. These passions within me had consistently been ignored by those who’ve had the opportunity to lead me in every area of my life, both professionally and personally. Too many people and organizations are in

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