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Boss from Hell: Cronyism, micromanaging and scolding – all in a day’s work

Being micromanaged isn't very fun

Earlier this month, we asked you to tell us about a boss-from-hell experience and many of you did just that. Over the next few days, we’ll be (anonymously) sharing your horror stories. Here’s another hellish tale for your Tuesday.

I used to work for a large international bank in Sydney. My manager was practically the devil incarnate. She was initially really nice and made me permanent after just two months, even though I was still undergoing training then.

Surrounding herself with cronies

But I soon got to see what she was really like. She made several talented people leave the firm and surrounded herself instead with mediocre employees who did nothing more than stick together.

Breathing down our necks

Her pet habit was micromanaging. She wasted a lot of time doing this and succeeded in annoying the vast majority of her staff. She was also fond of assigning me random tasks, which had seemingly no connection to one another.

Ever changeable

My boss would rebuke me for the work I’d done, thanks to her habit of changing her instructions mid-way through. To counter this, I once asked her to email me what she wanted to get done, so that I could document it in case she chided me again. But she blew up and repeatedly scolded me, saying I needed to be retrained, even though I was then in charge of training new employees.

I finally had to quit the job I loved – all because of that wretched manager.

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AUTHORTraumatised Credit Controller Insider Comment
  • Av
    Avantgarde
    2 August 2012

    Had a similar experience doing a short term IT contract to create a product. Boss' management style was a textbook on how to cause a project to fail. First create a secret, highly detailed grand strategy without consulting stakeholders/users for the mentioned product. In this particular case the stakeholders were the boss' own higher management. Do not share the strategy with said stakeholders. Instead, impress a few bootlicking yesmen/yeswomen who are underperforming underlings on the cleverness of plan. Next, micromanage every detail of the subordinates' tasks, setting deadlines that are impossible to meet. When deliverables are inevitably delayed, berate the employees humiliatingly and complain that the company and especially "higher management" are paying a price for the delays. Finally unveil the long-awaited product to the mentioned higher management in a meeting with glitzy computer-animated presentations and THEN try and gather requirements, identify stakeholders and sell the finished product all at the same time. When the powers that be complain that the product does not meet requirements and cut funding, blame the employees concerned and cite their failure to follow instructions as the root of the problem.

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