In any business, success hinges on the energy of internal relationships, which not only shape an organization but set the emotional tone for its culture. Specifically, the boss-to-leadership dynamic isn’t just influential. It’s a game-changer.
If you often question whether your boss will greet you as Dr. Jekyll or Mr. Hyde, or if you frequently find yourself meticulously shaping difficult information to make it more palatable, you’re well-acquainted with the challenges posed by this particular breed of boss.
Common Behaviors of a Mercurial Boss
When we think of mercurial bosses, one that may come to mind is Succession’s Logan Roy; his behavior is erratic; his reactions aren’t predictable; and he’s ruthless. But these traits aren’t limited to fictional characters; they’re ever-present in workplaces across the country and have proven to be damaging.
We’ve read the headlines about Elon Musk’s impulsive tweets and unconventional management style and Travis Kalanick’s aggressive and controversial leadership methods at Uber. They’re inconsistent in behavior, disconnected from the realities of their workforce and resistant to exploring alternative strategies.
These traits have clouded their companies in controversy, affected the well-being of their employees and lowered investors’ faith in their brands.
The Perpetuation of the Mercurial Boss Myth
An often-perpetuated myth about mercurial bosses is that these traits help them advance their business. Musk is a perfect example. His ingenious ideas have changed the trajectory of multiple industries, but his leadership is fraught with responses of fear, legal issues, and bad press. What’s really happening is that these mercurial CEOs may just be insecure, passive aggressive, know-it-alls, and their behavior stems from the mostly untrue stories they tell themselves – like Musk saying that U.S. employees are lazy.
Steps to Take When Working for a Mercurial Boss
No one is justified in taking out their frustrations or insecurities on their workers. While the leadership team plays a role in steering their boss in the right direction, it isn’t their job to excuse bad behavior or sustain the toxicity coming from the top. Yet, when you experience the negative effects of their behavior, the choice in how to react is yours.
Objective data works. Always share hard data that shows how company culture is hurting employees, but carefully navigate the conversation to help your boss see the unproductive nature of their behavior.
- Pick your battles. If you already know your CEO’s triggers, you may have more productive and less stressful conversations by avoiding them when possible. Stubborn bosses may need to feel like they arrive at certain conclusions on their own. For example, if you know your boss is triggered by missed deadlines, and you’re about to miss one, it’s best to talk about that in advance rather than when the deadline passes.
- Always take the high road. Firing back with the same tone will destroy any efforts at reconciliation. When tensions are high, take a moment. Give yourself physical and emotional distance. Then, continue the conversation with curiosity and a collaborative spirit. Think about this in terms of whether you’re reacting from an above-the-line, powerful place characterized by curiosity and empathy or below-the-line and feeling powerless.
Try not to take anything personally. Remember, the problem is not about you or your boss; it’s about the “thing” between the both of you. If you know your boss’ frustration is coming from the “thing,” try not to interpret their bad mood or tone as a personal insult, even if they seem to intend it as one. If needed, point out that the problem is the “thing,” and that you share the same goals. Remind your boss as much, in a kind, direct way. - Don’t suffer in silence. There’s a big difference between coping with another person’s poor emotional regulation and being the victim of unnecessary cruelty. If you and your colleagues feel like your CEO is crossing lines that shouldn’t be crossed, it’s not your job to adapt to a toxic environment. Instead, reach out to a mentor, coach, or Human Resources for guidance. There are ways to handle toxic situations that will produce better results for you. Don’t go it alone.
We all have our weaknesses, but when your boss’ actions are egregious, it’s critical to speak up. Whether you’re struggling with a CEO who is unpredictable, unable to regulate their emotions, or who just has a “my-way-or-the-highway” attitude, it’s crucial to develop an emotionally intelligent team that can operate in good faith—even when tensions run high—and can catch one another when they stumble. Here’s how:
Steps for Team Resilience to Mercurial Bosses
- Build teams around solidarity and understanding. No matter how erratic or unpredictable your boss is, knowing your team feels safe and has your back is essential. Leaders should strive for solidarity and understanding within their teams, so employees always know their colleagues are on their side. It can be cathartic to unwind with colleagues and talk about frustrations. You may even learn a bit more about where your boss’ outbursts and frustrations are coming from and learn techniques your colleagues use to tamp down fiery situations.
- Set clear boundaries around what is and isn’t acceptable to you and the team, and stick to them to ensure you don’t become an emotional buffer.
- Encourage transparency and open communication. One of the most frustrating elements of mercurial bosses is that everyone has to walk on eggshells. This has a serious effect on productivity and well-being. In response, teams can create a judgment-free culture where members can vent their frustrations, point out tension points they believe can be improved and speak their minds. This will go a long way in resisting the anxiety-fueled culture modeled by the boss.
- Flex your adaptability. Adjust your approach based on your CEO’s current state while maintaining your boundaries and authenticity.
- Celebrate strengths. No one is perfect, but a well-run team knows how to lean on collective strengths to counteract individual weaknesses. Building a team that celebrates the best qualities of its members can create resistance to top-down toxic culture with bottom-up collaboration and teamwork.
The Bottom Line
Most business leaders adeptly steer their teams towards innovation through collaboration, vision, and shared values. However, the true challenge for leaders lies in finding the right equilibrium between exercising effective leadership and avoiding personal shortcomings so that success is sustainable.
John Volturo is a Partner at Evolution, a coaching, consulting, and investment firm.