Signs of a Hatin’ Manager

3 Truths to Remember When Dealing with a Hatin’ Manager

Recently, the task was assigned to compose a personal "leadership philosophy" aimed at elucidating the essence of authentic leadership in terms of appearance, expression, and perception. Interestingly, this exercise facilitated the realization of various characteristics exhibited by a white female superior, which starkly contrast with qualities indicative of effective leadership.

Inspirational quote

To wake up in the morning, decide for myself what to do with the day, not encumbered by anyone else’s definition of what it means to be me, or what I should be doing.

CV mistakes

Early signs of a hatin’ manager

Let's begin with the instance when the boss indicated that the job title was stumbled upon during the second promotion request. Despite being prepared and laying the groundwork for a title that truly encompassed the wide range of responsibilities, the boss immediately became defensive. There was an assumption that the promotion request indicated a desire to encroach on her territory. Despite working on the same team with different projects, emphasis was placed on the need to "put in the work." Additionally, it was suggested that relative newness to the field resulted in acquiring a favorable title.

This response caused confusion, offense, and anger. Reflections on numerous accomplishments stirred feelings of indignation. There was a surge of blood to the face and a burning desire to surpass authority. Contrary to perceptions, there is no inexperience in this role, and a set of skills were brought to the job. Moreover, a personal connection to the organization affords deeper insight. Confidence in the ability to contribute meaningfully to the team exists. Lastly, it's essential to note that the journey to this position was not haphazard.

You can bend me, but you won’t break me

Truths about hating manager

"You can bend without breaking me," the sentiment lingered as I sat, expressionless, fighting the urge to react impulsively. Instead, facts and impressive data highlighting various successes in the position were presented, to no avail. The manager, however, remained unmoved, asserting familiarity with the job's requirements. Despite the apparent futility of the conversation, composure was maintained while reiterating ownership of desired projects.

Realizations emerged from the encounter regarding what effective leadership entails and three clear red flags to identify a problematic manager:

1. Greatness remains constant

Successful leaders embrace and nurture the greatness of their team members rather than feeling threatened by it. The manager's apprehension towards the employee's capabilities was evident, despite her effortless adaptability and grace under pressure.

2. Self-awareness is crucial

Poor leaders often fail to recognize their contribution to negative team dynamics. The manager's obliviousness to her shortcomings, including a lack of follow-through and an inability to acknowledge privilege, demonstrates this flaw.

3. Genuine leadership fosters development.

Feeling unsupported in professional growth detracts from job satisfaction. True leaders prioritize the growth and success of their teams over personal interests.

Despite grappling with the urge to assert oneself, maintaining resilience against attempts to diminish one's work ethic is paramount. Mediocrity should never be allowed to overshadow dedication and excellence.

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