The toxic tandem, or bosses who are "eating the biscuit"

These are not good times for leaders: the economic crisis is bringing into sharp focus what Robert Sutton, professor at Stanford, refers to as the “toxic tandem” which is formed by bosses and subordinates. One half of the tandem consists of people with power who are not always in touch with the needs of those working for them; the other half is occupied by staff who tend to read too much into their bosses’ actions.

The explanation for this divide is provided by an experiment which has a biscuit as the protagonist … Three people are selected to participate as “guinea pigs”. Two of them are told to draw up a document, working on their own, while the third one is instructed to assess the work of the other two, and to decide how much each of them should be paid for their efforts; in other words, the third person takes on the role of the boss. Half an hour into the exercise, the researchers leave a plate with four tasty-looking biscuits behind the three participants. Each person eats one biscuit, but there’s still one left which all three of them want. Invariably, the person who is playing the role of the boss not only eats the remaining prized biscuit; he, or she, also makes a great show of doing so. The researchers reached several conclusions based on the experiment: having power is not just a pleasant sensation (this in itself is no great revelation); it can also insulate us from the needs of others and, in certain circumstances, can lead us to make a great show of ignoring their needs.

I’m sorry to say that the biscuit experiment’s ripple effects can be felt right through all areas of most companies. And the toxic tandem which it leaves in its wake become even more severe in times of crisis. Fortunately, Sutton provides a useful framework which allows bosses to focus on what their people most need from them: in situations where employees feel threatened, a good boss finds ways to provide more predictability, helps his/her staff understand the company’s decisions, empowers his staff to feel in control, and shows compassion. In his article “How to Be a Good Boss in a Bad Economy”, published in the Harvard Business Review, he explains how to do this:

• Predictability. Give people as much information as you can about what will happen to them and when. Preparation will reduce their suffering, and they can relax in the meantime.
• Understanding. Accompany any major change with an explanation of why it’s necessary and how it will affect routines. Internal communication should be simple, concrete, and repetitive.
• Control. Don’t frame an obstacle as too big, too complex, or too difficult to overcome; people will be overwhelmed and freeze in their tracks. When it’s broken down into less-daunting components, they can tackle it with confidence.
• Compassion. Tend to the emotional needs of people who are let go, and help them preserve their dignity. This is essential both for them and for their colleagues who survive the cuts.

In short, a manager who can provide predictability, understanding, control and compassion will avoid the toxic tandem and the biscuit’s possible ripple effects.

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