In this week’s episode we take on one of the most uncomfortable realities in leadership and management: what do you do when the problem is your boss? We move beyond the easy label of a “bad boss” and unpack what that actually means in practice, from incompetence and misaligned incentives through to absentee leadership, toxic behaviours and micromanagement. The conversation quickly reveals that this is rarely black and white, and that one of the hardest but most important steps is working out whether the issue really sits with your leader, or with your own expectations, context or perspective. We share personal experiences of working under leaders whose behaviours had real consequences, including stress and loss of trust, and explore the grey areas where intent, pressure and organisational context complicate what looks like poor leadership on the surface. A key theme throughout is the need for self-reflection and clarity before acting, especially when the stakes involve your team, your career and your own wellbeing. From there we get practical. We talk through how to diagnose the situation properly, how to approach difficult conversations without emotion, and how to manage upwards in a structured and effective way. We also explore where that line sits between supporting your boss and compensating for failure, and what it really means to protect your team without undermining authority. Finally, we tackle escalation and the reality that at some point this becomes a personal decision about what you are willing to tolerate. Whether that means nudging, formally raising concerns, or ultimately leaving, we discuss how to act with integrity and effectiveness throughout. If you’ve ever found yourself questioning your boss, or wondering whether to stay, speak up or walk away, this episode will give you a framework to think more clearly and act more deliberately.

Ask this episode

“What did the council decide on item 42?” — answered with the speaker and the moment.

Transcript

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