5 Signs of a Bad Leader by Jen Gessler

Follow these commandments to avoid the top transgressions

by Jen Gessler

• You receive a text from a team member complaining about Nancy. Your reply doesn’t shut down the conversation; instead, you engage and contribute. Now that team member knows they can pull this off again. They’ve got you!
• A team member spends 30 minutes in your office telling you all the ways Nancy has wronged them. You commiserate with them—maybe you complain about Nancy, too, and give up personal information Nancy has shared with you privately.

• Establish a strict policy against gossip. This starts with you and includes the whole team. Follow through with corrective action if you know it’s been violated.
• Encourage open and transparent communication channels for addressing concerns. Team members should be able to come to you, but they should also be encouraged to first address the situation with their co-workers. Tell employees that if they come to you first, they must also bring a suggested solution. This limits the complaint factor and focuses on potential resolution.
• Promote a culture of respect, where team members feel comfortable discussing issues with one another. Encourage them to fnd solutions and resolutions among themselves.

• Frequently eating lunch with the team.
• Affirming them with your facial expressions, body language or verbally when they complain about another doctor or another team member.
• Often meeting for activities outside of work.
• Being overly active in a group text thread.

• Through actions and words, demonstrate fairness and impartiality in your interactions with team members.
• Show that everyone deserves equal respect and opportunities, regardless of personal relationships.
• Encourage professional boundaries while acknowledging the importance of building strong interpersonal connections. You can still be professional and show that you care.
• And yes, you can eat lunch with the team occasionally!

• High turnover. Most people don’t thrive being micromanaged. While some need more accountability and direction than others, that’s not the case for competent, hard-working team members. (And by the way, when they quit, they aren’t going to say it was because you micromanaged them.)
• Reluctance to drive! They are so afraid it won’t be done your way that they become apprehensive.
• Apathetic team members. They care less because you’re bugging them so much—they think you can do it yourself.

• Implement protocols that allow employees to self-manage their time and responsibilities. Tools such as communication channels, spreadsheets and mini-meetings can put your mind at ease instead of always wondering if something was done.
• Foster an environment of trust, where team members feel like they can make decisions within their designated roles. Ask them if they feel empowered; talk about what decisions they’re allowed to make.
• Provide guidance and support when needed, but avoid unnecessary interference that stifles creativity and initiative.

• Saying one thing and doing another. This is big! It erodes trust and credibility quickly.
• Choosing to start yet another new treatment modality. (I know you’re out there!)
• Your mood is a roller coaster. No one is quite sure what they will get each morning.
• You have yet another “latest and greatest” idea for marketing, software, etc.

• Frustration, complaints, distrust. This is when your team starts talking about you.
• It becomes difficult for your team to be proactive and anticipate your needs.

• Follow through on commitments you make to your team. If circumstances require a change, communicate openly and provide reasons for the adjustment.
• Maintain transparency in decision-making processes to ensure team members understand the rationale behind strategic shifts. Share with them the “why.”
• Strive for consistency in your actions and words to instill confidence and dependability among your team.

• You speak down to your team, criticizing them in front of their peers and patients.
• You make comments about how much money they make and how they should be grateful for such a great job.
• You think you’re perfect.
• You raise your voice in an effort to showpower.
• You expect them to always “figure it out” and never spend time educating, communicating and leading them forward.

• You kill their spirit, and they start to believe they really deserve this treatment. They may continue to work for you because they need a paycheck, but they’ll jump at the first solid opportunity that comes along.
• Your reputation becomes tarnished.
• You have high turnover if you’re in an area that has opportunities. If you’re not, these team members will stay, complain and become more toxic themselves.
• The team bands together in an effort to navigate you. Their culture is high because they align to survive.

• Cultivate a humble attitude, recognizing that leadership is a collaborative effort. Youcan’t do this without them! Apologize and commit to do better. I’d suggest some outside help and support with this.
• Show genuine interest in your team members’ ideas, concerns and professional development.
• Be present and attentive, actively listening to understand others and valuing their contributions.
• Demonstrate a service-oriented mindset, seeking opportunities to support and uplift your team.

Jen Gessler, CEO of Elevation Coaching, is a leadership expert with more than 20 years in the orthodontic industry. Gessler empowers doctors and team members through holistic coaching strategies, fostering growth and implementing customized solutions. She believes leadership starts at the top and is passionate about teaching doctors to lead effectively to reduce turnover, micromanage less and look forward to coming to work.