After the Second World War, many of the American military members returned home and entered the workforce managing and implementing work cultures that were similar to their military experience and training. Every generation that is further removed from this “Greatest Generation” has slowly moved away from the traditional model of rigid, authoritarian leadership in favor of a more relaxed, and approachable style. 

This shift can foster a more comfortable and open work environment, but it also can introduce a new set of challenges. Among these is the growing trend of managers striving to be the "cool" boss. On the surface, this might seem like an effective way to build rapport and gain the loyalty of employees, but the reality is far more complex. Attempting to be the "cool" boss can have unintended consequences that undermine team cohesion, productivity, and the overall success of the organization. Similar to trying to be the cool parent! 🙂

Blurring Professional Boundaries

One of the most significant dangers of a manager trying to be the "cool" boss is the blurring of professional boundaries. In their quest to be liked, managers may become overly friendly with their subordinates, fostering an environment where the lines between personal and professional relationships become indistinct. This can lead to a range of issues including favoritism, a lack of respect for authority, difficulty in enforcing rules, and difficulty in maintaining discipline. These issues can ultimately turn into terminating said subordinate. 

When a manager is perceived as more of a friend than a leader, it becomes challenging to hold employees accountable for their actions. The expectation of leniency from a "cool" boss can result in a lack of seriousness toward deadlines, performance standards, and company policies. This erosion of professional boundaries can lead to a decrease in productivity, as employees may no longer feel compelled to meet the expectations typically associated with their roles.

Undermining Authority and Respect

Another critical issue is the potential erosion of a manager's authority. While being approachable and empathetic are important qualities for any leader, constantly striving to be liked can diminish the respect that employees have for their manager. I equate it to a politician, you are never going to be able to make everyone happy. If everyone is happy, you are probably doing something wrong! A manager who is more concerned with being seen as "cool" may struggle to make difficult decisions or provide constructive feedback. Employees may begin to question the manager's judgment or feel that their authority is compromised, leading to a lack of confidence in leadership. It is a challenge to not have favorites, but you do have to make significant efforts to treat everyone the same with the understanding that exceptions can be made. That is what separates good managers from great managers, how to take care of everyone fairly, but know when to make exceptions. 

This lack of respect can also manifest in more subtle ways. For example, employees might start to push boundaries, testing how much they can get away with under the "cool" boss's watch. This could lead to a gradual decline in workplace discipline, with employees taking liberties they wouldn’t under a more traditionally authoritative figure. Over time, this can create a toxic work environment where rules are ignored, and the manager’s ability to lead effectively is severely diminished.

Creating Inconsistency in Management

Consistency is a cornerstone of effective management. If you are a parent, this may sound familiar!  Employees need to know what to expect from their leader, both in terms of behavior and decision-making. When a manager is focused on being "cool," their desire to be liked can manifest into inconsistent management practices. For example, a "cool" boss might overlook certain infractions for some employees while strictly enforcing rules with others, particularly when trying to maintain a friendly rapport with specific individuals.

This inconsistency can breed resentment among employees, who may perceive the manager as unfair or biased. It can also create confusion about what is acceptable behavior in the workplace. Without clear and consistent guidelines, employees may struggle to understand what is expected of them, causing a chaotic work environment where misunderstandings and conflicts are more likely to occur.

Sacrificing Long-Term Goals for Short-Term Popularity

A "cool" boss may be more inclined to prioritize short-term popularity over the long-term success of the team or organization. This could involve making decisions that are popular at the moment but detrimental in the long run. For instance, a manager might avoid giving critical feedback or pushing for necessary changes because they fear these actions will make them unpopular with the team. However, this approach can lead to stagnation and missed opportunities for growth and improvement.

Over time, the lack of constructive feedback and accountability can result in a decline in performance. Employees may become complacent, believing that their work is adequate even if it falls short of the organization's standards. This not only hampers individual development but also affects the team's overall performance and the company’s bottom line.

Impact on Team Dynamics

In trying to be liked by everyone, a manager may inadvertently create divisions within the team. Employees who do not receive the same level of attention or favoritism may feel alienated or undervalued, leading to a lack of cohesion and trust within the group.

Moreover, when a manager is more focused on being popular than leading effectively, they may fail to address conflicts or issues within the team. Instead of taking a firm stance to resolve problems, they might shy away from difficult conversations to maintain their "cool" persona. This avoidance may allow conflicts to fester, ultimately harming the team's morale and productivity. As I reflect back on my life and career, the managers and professors who weren’t “cool” were the most effective and had the greatest impact on me. However, Generation Z is different than Generation Y as I have noticed anecdotally as a recruiter and professor where I have frequent interactions with both. A study of Gen Z in Australia stated that 54% want praise from their bosses at least a couple of times per week, Gen Y was 45%, Gen X 28%, and Baby Boomers 17%. As long as it is warranted, I strive to acknowledge the good work that my Gen Z team member does several times per day. 

Instead of trying to be the cool boss, strive to be the consistent, predictable, and fair boss and your team should be better off. 

Feel free to contact us at blog@newplannerrecruiting.com if you have any questions and/or would like to hear more about how we have alleviated many of the headaches over the last 15 years that plague financial planning firms when hiring. 

 

*AI assisted