Every month the amount of people coming to the blog to find out how to deal with their BPD boss grows. For every one of you coming here to try to find out how to deal with someone that has BPD I want to hug you! Part of that may be my overly sensitive emotions and tendency towards inappropriate relationships, but more so it’s because I can see you’re going through a difficult time with someone you’re stuck with all day. That is an extremely difficult thing to deal with.
Something I mention in my first post about this topic is that you can’t change the person. That if it gets too bad then maybe look for a new job. Which is entirely unfair. I can hear the “that’s ridiculous!” and “That’s unfair!” and “Why should I be the one to change?!” screams coming through as I read my own words. And to these I respond, “yes” and “it is” and “you shouldn’t”. So why then do I leave that advice there?
The fact is we can’t control other people. We can only control ourselves. I’m not saying that the tough manager shouldn’t be held responsible. Everyone should be held responsible for their actions. But you can’t control your boss any more than I can control you. So then the question may come up of why their manager isn’t doing something about it. Maybe you can’t control them, but certainly their boss can hold them responsible, right? To which I argue, who says they’re not?
I recently fired someone, and ya know what? It took over a year. In a large corporation an HR department needs strong documentation of what the issue is, how it effects the team, how it effects the business, and proof that the employee has been made aware and given all necessary tools to change. If that can be proven and the changes have not been made, then the person can be let go. I was stuck in a situation where the employee did not work in the same office as me and I had to rely on others to provide feedback. If they didn’t then I had nothing to go off of. I needed proof that the employee was not improving despite the additional discussions, warnings, and trainings she had received. There were people who wondered why I wasn’t doing anything, but refused to provide feedback at the same time. I was doing site visits, asking for feedback, documenting everything possible. I was assigning training classes, following up, and more. I was stuck with a system that needed people to speak to me and people that refused to speak.
The manager of your BPD manager might be doing things that you aren’t aware of. Maybe they’re tying to document and people aren’t speaking up. Maybe they don’t know. Maybe they’re in process providing new trainings and looking to see if it helps. We don’t know what’s happening behind closed doors. We can’t assume.
So along with taking ownership of your actions, make sure to document things and speak to your bosses boss when needed. Do so tactfully and in detail. Don’t speak on mental illness, that will make things far messier. Instead speak on specific examples of things that took place. It may take time to see improvement, but that doesn’t mean that the person isn’t being held responsible for their actions.
Here’s some examples of how to provide feedback:
Instead of “She just doesn’t understand boundaries” say “I stated last week that I am uncomfortable with her hugging, and yet she has continued to hug me.” Notice how the first statement is vague and could mean she walked past you too close for all we know. That will barely get a reaction from the big boss. The second statement, however, is an ethics violation and potentially sexual harassment. The person you report that to has to immediately follow up with some form of action.
Instead of “She has a bad temper” say “She began yelling at me in front of the team yesterday. I felt embarrassed and struggled to focus on my work the rest of the day.” The first statement could be her temper or your thin skin, no way for an outside party to know. The second statement is clearly her reacting poorly to a situation in a way that negatively impacted your work and employee moral. The first statement makes a manger want to say “work it out” while the second is likely to prompt a verbal warning if it’s the first documented offense or written warning if it’s been documented before.
Sometimes this still won’t make things change. I don’t know why, I’m not there. And it may still come to a point where you have to leave because the environment isn’t getting better. I get that. I’ve been there. I had a boss that had extremely high turnover and had a way of making her boss believe that it was because she had developed them for great things, when everyone who worked for her knew it’s because we’re all trying to get away from her. I attempted to provide feedback, my manager knew I might so never had anything in email. It was my word against hers and hers always won. I tried to switch teams and was told that I needed to learn how to work with others, and would not be allowed to work for anyone else. Meanwhile this boss was treating me and many others horribly. I left the company. They lost my skills and experience because of her. I was not the first, nor will I be the last. Last I heard from a previous coworker, her relationship with her boss doesn’t seem to be quite the same. She’s not on such a high pedestal, she’s not getting to run her team however she wants anymore, and her work is being more closely monitored. Enough people provided enough similar, and constructive, feedback that it’s finally being looked into. But not until after I had to get out.
Also keep in mind the potential for your boss to change. I recently called an employee “sweetie”. A habit of mine outside the office that accidentally slipped at the office. He reported it to my boss who mentioned it to me. Not only am I being more careful what I say to him, I am more careful what I say in general. I need to change to ensure my team feels comfortable at work. Whether the change is before or after an employee leaves, it is possible.
I’m wishing you all the best in your career! Please remember that things can get better and less stressful even if it requires tough choices to be made.