ASK HR: My boss never says no, but he doesn’t deliver his promises

There are significant differences in supervisory approaches, some bosses are responsive and supportive while others are perceived to be indifferent or difficult by their teams. PHOTO | FOTOSEARCH

What you need to know:

  • When I go to him for direction, he promises to give it but never does.
  • When I suggest an idea that could drive the business further, he agrees that it’s a good idea and promises to discuss it further but doesn’t.
  • I am frustrated as a result.

Q. I would like advice about how to handle my lukewarm boss. I say lukewarm because he is neither helpful nor unhelpful.

When I go to him for direction, he promises to give it but never does. When I suggest an idea that could drive the business further, he agrees that it’s a good idea and promises to discuss it further but doesn’t. I am frustrated as a result. What are my options in such a case? 

 

There are significant differences in supervisory approaches, some bosses are responsive and supportive while others are perceived to be indifferent or difficult by their teams.

A lesson from this is the need to develop the capacity to handle different types of bosses with the exception of an abusive supervisor, a situation that would need to be brought to the attention of the next level of management.

Notwithstanding the need to adapt to different supervisory styles, it can be frustrating to work with a boss whose intentions and expectations are left to the devices of your guesswork since this limits the clarity necessary for focus and the achievement of work objectives.

Although the causes of challenges posed by difficult supervisors differ, you will often find many situations where technically, talented individuals are promoted to a level where they are required to achieve results through teams, an entirely different competency concerning which new managers are commonly not proficient.

Are you aware of what your supervisor is most motivated to achieve for the business? Are the proposals you present to him aligned with the needs of the business and do they have clear timelines?

Have you quantified the return on your ideas in terms of their value to your department and the business? How about giving feedback to your supervisor concerning how you feel about his supervisory support and how he could be more helpful?

You might need to be more persistent in following up on your proposals as some supervisors need more nudging than others.

Even with highly responsive bosses, bear in mind that the scope of taking initiative takes the dimensions you lend it. There is always an opportunity to shape your output. As American author and artist Jonathan Winters says, “If your ship doesn’t come in, swim out to meet it.”