Welcome to Management Hell
We’ve all had bosses that we didn’t quite hit it off with. Perhaps there was a bit of friction, thanks to clashing personalities. Perhaps we didn’t see eye to eye on strategy. Perhaps they didn’t listen to our ideas. But imagine being managed by THIS lot:
We’ve assembled for your appraisal a rogues’ gallery of villainous, deficient or actively broken bad bosses from the worlds of film and TV.
Why drag these conjurers of management evil into the light? Well, first of all, it’s a stress reliever to have a bit of fun at the expense of pumped-up bigshots who don’t really exist… and, therefore, can’t answer back! But secondly, these characters are so well written – in some cases, to truly iconic levels – that we can actually learn something from them about what to do and what to avoid. In fact, they even highlight a lot of the points we explore in our online Managing People courses and assessment series – particularly when it comes to the core competencies managers ought to have.
So, strap on your forcefield and brace yourselves as we wade into the toxic wasteland of the fictional bad manager…
Felonius Gru
Head honcho of the Despicable Me saga, Gru caused a stir in ‘bad guy’ circles as the villain who turned villain hunter. But he’s never lost his knack for dreaming up vast, complex schemes. Indeed, Gru is still very much in touch with the grand visions that drove his old life – it’s just that he’s found new things to do with them.
His team
Crucially, he has all the people power he needs to make his plans happen, in the form of an army of short, yellow, pill-shaped creatures called Minions. As a workforce, they manage to collaborate reasonably well, despite talking and acting like a bunch of extremely confused toddlers. Outside the office, Gru dotes on his three, adopted daughters with an affection that not even his lingering villain’s mannerisms can hide.
Management rap sheet:
Yapping out orders with glee, Gru has allowed many traits from his old, villainous life to spill over into his current communication style. On the positive side, he’s clear about what he wants, and that’s just what a chaotic and easily distracted staff base like the Minions needs. Overall, though, the more you look at Gru, the more you see a leader whose bark is worse than his bite. Despite being put under often intense pressure, the Minions are loyal to their boss and do their best to follow his instructions – albeit in their own, eccentric way.
Gru’s decision to shake up his career and steer away from evil shows high levels of flexibility and a willingness to adapt to new circumstances. Alongside his growth as a family man, Gru’s openness to change also hints that he’s driven by values in a way we wouldn’t expect from a recovering supervillain. That automatically makes him a far more attractive employer than many competitors with villainous roots, especially to Gen-Z candidates.
Good points
A strong sense of purpose and ability to marshal a large, often rowdy workforce helps Gru achieve what many would consider impossible goals – such as stealing the moon. Knowing how and when to pivot his talents away from villainy indicates self-awareness and a sharp, agile mindset.
Could do better
Gru’s frequent, villain-like snapping at the Minions shows that he needs to give his communication style far more range to bring it up to date with his new outlook. His obsession with main rival Vector can cloud his judgment and prevent him from focusing on the fine details of the project in front of him.
Team working
Empowers others; gives colleagues responsibility through effective delegation, willing to relinquish control.
Motivates and encourages team members effectively; inspires others to be engaged.
Communication
‘Is outwardly calm; gives the appearance of being in control, communicating in the emotional state required’ doesn’t sound very Gru to us.
Course he would most benefit from
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Why?
Michael Scott
Lead character of US ‘fly on the wall’ comedy The Office, the ever-cheerful Scott holds court as regional manager in the Scranton, Pennsylvania branch of US paper company Dunder Mifflin. Interestingly, Scott cut his teeth for the firm in the 1990s as a salesman. But while his track record was impressive enough to win him a promotion, few who’ve actually seen him at work would consider him classic management material. Even if we factor in the benefits of more lenient styles.
‘World’s best boss.’
For a start, as a man who believes that an office is a “place where dreams come true,” Scott has a rose-tinted view of the culture he’s created. That means he’s often puzzled when his colleagues aren’t having as good a time as he is. And that’s only if he registers their lack of interest in the first place. Yet he truly believes that he’s the best pick for his job – not just within Scranton, but on a global level. The slogan on his coffee mug? ‘World’s best boss.’
Management rap sheet:
When we really step back and look at Scott, what jumps out most clearly is one, inescapable fact: he’s an accidental manager. In other words, someone who was very, very good at one, particular role – being a salesman – but was never given the right prep and training for supervising other people.
It’s a heavy charge, so we’re going to need some evidence. But we don’t have to look too far before we spot large amounts of inappropriate humour. The trouble with Scott is that he routinely mistakes joking around for camaraderie – even if the jokes are on his own terms (and most of them are). So, he’ll try to rev his colleagues up with verbal or physical gags that he himself finds amusing but, in reality, are falling completely flat. This shows that he has cast-iron blinkers on about how his workers perceive him.
A byproduct of that trait is an inability to absorb criticism. After all, if you have THAT slogan on your mug, why would you even think there’s anything to criticise? Plus, if you always think you’re doing great, you will be resistant – as Scott is – to new ideas, systems and ways of working.
That said, despite his general incompetence, Scott is hardly a tyrant. His workers are well aware that things at the top of Dunder Mifflin could be much worse. So, they occasionally humour him and are mostly loyal.
Good points
While often nosy and intrusive when it comes to people’s personal lives, Scott genuinely cares about his colleagues and wants the best for them. And he does eventually grow as a boss: later in the show’s run, after an ill-fated attempt to set up a rival company, he agrees to share the Scranton regional manager role with popular colleague Jim Halpert.
Could do better
A chronic lack of self-awareness is his Achilles’ heel. Perhaps Scott’s issues on that front are best captured in his own words: “Would I rather be feared or loved? Easy – both. I want people to be afraid of how much they love me.”
Planning and organising
Takes initiative; able to act without waiting for direction (although whether that does him any good outside sales is debatable).
Relationships
‘Demonstrates emotional intelligence when interacting with others (self-awareness, self-management and self-control)’ is unlikely to appear on any staff survey about Michael Scott.
Course he would most benefit from
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Why?
Darth Vader
Few who scan the CV of Star Wars foe Lord Vader could doubt that his experience brings strength in depth. Formerly Anakin Skywalker of Tatooine, Vader showed tremendous promise from an early age, winning a landmark pod race and blowing up a Trade Federation blockade ship before he was even 10 years old. After that, he began a long apprenticeship when the Jedi Order agreed – in a unique and controversial change to its work-placement rules – to train him under one of its members who had not yet become a Master.
His Story
Headhunted in his early 20s by a Dark Lord of the Sith masquerading as the Galactic Chancellor, Skywalker adopted his new name and quickly took charge of large regiments of stormtroopers. His first major management role as Vader was to supervise the execution of his former employers. With the Jedi all but wiped out, he moved into a heavyweight post in the galaxy’s new political regime, overseeing a number of high-profile construction projects – including two models of the costly Death Star battle station. It was in this capacity that he gained a reputation as a hard taskmaster who brooked no dissent, with on-the-spot capital punishment a key part of his management technique.
Management rap sheet:
You would have to travel untold light years in a very fast smuggling ship to find a more committed exponent of Command and Control. For Vader, it’s practically a religion. In many ways, his management ethos is shaped by his relationship to his own boss, Galactic Emperor Palpatine – a figure who defines ‘No nonsense.’ In terms of Vader’s communication style, not a word is wasted. Every utterance from his hissing mask is an instruction – or rather, an order. With a galaxy-spanning staff retinue numbering in the hundreds of millions, clarity and directness are crucial.
Naturally, this leaves little room for teamwork or collaboration. Imbued with the Dark Side of the Force, Vader would take one look at a whiteboard covered with Post-it notes from a staff brainstorming session and shatter it into a thousand pieces with the power of pure thought. He and the Emperor have more than enough Big Ideas, thank you very much. You just get on with doing what they say.
As for leniency – forget it. You’d have more luck praying for snow on Tatooine’s Dune Sea. When Vader carpets his middle managers, he literally puts them on the carpet. Opting for stern discipline in staff appraisals of underlings Captain Antilles, Captain Needa and Admiral Ozzel, Vader simply force-choked them to death. He let Death Star One project chief Orson Krennic off with being force-choked into submission, just to remind him who’s boss. And he dealt out similar treatment to Admiral Motti, for questioning his faith. Which also shows that, no, he’s not even remotely open to any challenging views from his staff.
Good points
A phenomenal organiser of complex builds and daunting numbers of employees. However, much of that comes down to duress: Vader has access to special interpersonal skills that make slipping behind schedule or misunderstanding orders somewhat perilous for those who serve him.
Could do better
While a sign of consistency, his single-minded devotion to evil has spawned galactic overconfidence. As a result, he is unable to foresee Black Swan events – such as enemies the Rebel Alliance finding ways to blow up his Death Stars. And he only begins to question the values behind his own employment when it’s far too late.
Communication
Knows what to say, how much to say and to whom; applies discretion.
Adapting to change
‘Questions why things are being done; doesn’t just follow past practice’ is not how you would describe the galaxy’s top Imperial strongarm.
Course he would most benefit from
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Why?
Dr Julia Harris
As committed to the art of man-eating as Vader is to the Dark Side, Dr Harris of Horrible Bosses is an industrial-grade sexual harassment machine first, and a manager a very distant second. While her title and senior role in a dental practice hint at long years of study and career development, somewhere along the line, the wheels fell off. For reasons that are never quite clear, she became overwhelmingly drawn to all the bad and wrong paths that management can take, and her conduct has hit a new low with her predatory treatment of dental assistant Dale Arbus.
‘Murder Consultant.’
In fact, as we pick up his story, Arbus has become so fed up with Harris’s misbehaviour that he is conspiring with friends to end her life with the aid of a specialist ‘murder consultant.’ Never mind employee surveys – if that’s not the ultimate form of negative staff feedback, we don’t know what is.
Management rap sheet:
Where do we even start? Essentially, Harris’s critical flaw is that she’s somehow unable to inspire loyalty, so compels it through coercion instead. A walking ethical void, Harris takes an interest in Arbus’s personal life only to the extent of threatening to lie to his fiancée about his fidelity, unless he caves in to her demands. Far more obsessed with hatching manipulative plots than advancing the cause of dentistry, Harris uses the workplace purely as a vehicle for her not-so-ulterior motives. Thanks to her endless flow of toxic actions, staff are constantly walking on eggshells – too fearful of what she will do next to focus on their jobs. That can only put a dent in the practice’s productivity.
Most worryingly of all, Harris even sexually harasses a patient while in the process of sexually harassing Arbus, and then blames the patient – just to show Arbus that she can act with total impunity. It’s certainly not a tactic you will ever see in any training manual on best-practice customer relationship management.
Good points
This is an almighty stretch – but the very best we can say for Harris is that she’s so dedicated to self-interest and scheming that she can easily achieve personal goals. If only they were the right goals.
Could do better
If Michael Scott has a lack of self-awareness, Harris’s is actually dipping into minus points. And she urgently needs to be sent on an online course on ethics for a period at least the same length as a dental degree.
Delivering results
Commitment to seeing things through even when self or others feel like giving up (unfortunately, that persistence is completely misplaced)
Adapting to change
‘Asks for feedback and uses this as an opportunity to learn, change, adapt or modify approach’ is the complete opposite of what Harris is all about
Course she would most benefit from
Key quote
Why?
Miranda Priestly
Management style aside, you have to hand it to someone who’s risen to become the big cheese of a world-leading, New York based fashion mag. As editor-in-chief of The Devil Wears Prada’s fictional style bible Runway, Priestly guards her role jealously and rules with an iron fist.
Superhuman Drive
As someone who got to where she is with guts and determination, Priestly is eager to flaunt not just her fashion sense, but her management skills. With superhuman drive and a flair for organisation, she is able to juggle eye-watering deadlines, internal drama in the magazine’s ranks and phone calls with demanding clients as though she is casually throwing on a cashmere scarf from a particularly expensive designer brand – the owner of which is on speed dial.
Management rap sheet:
That talent comes at a price – namely, an appalling workplace culture. As the proverbial coach that everyone wants to please, or at least mildly impress, Priestly has spawned a cut-throat environment where ultra-competitive one-upmanship is the order of the day. As a result, any teamwork that does take place only stems from the self-interest of those involved.
Priestly knows from experience that people will do almost anything to find a foothold in the glamourous overlap between fashion and publishing. But instead of acting as a mentor to help her staff fulfil their dreams, she relies upon their ambition to keep them striving, even when she’s being ruthlessly curt and sarcastic. “By all means move at a glacial pace – you know that thrills me,” is just one example of her taste for put downs.
However, the most glaring sign of a culture that leaves everyone fending for themselves is when Priestly’s downtrodden assistant Emily Charlton plunges into extreme dieting to make sure she’ll be picked to go to Paris Fashion Week – a strategy that lands her in hospital. This is not what encouraging your staff to act on their initiative should look like.
Good points
Knows her specialist subject inside out. Committed to upholding the Runway brand as a bastion of taste by organising the mag to within an inch of its life. And when lead character Andrea ‘Andy’ Sachs – who suffers at her hands – eventually gets a job at a renowned New York newspaper, Priestly does manage to give her a good reference.
Could do better
Majestic fashion snobbery has spawned a resistance to new ideas. A communication style based almost exclusively on cutting comments is not just bad for morale – it has set the tone of a ‘watch your back’ culture in dire need of an overhaul.
Ability to analyse
Analyses past data/information to help manage/deliver future requirements accordingly (this is particularly true when it comes to her grasp of fashion trends).
Team working
‘Supports team members; helps others during times of peak workloads, willing to coach others’ – hmm… we don’t think so!
Course she would most benefit from
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Why?
So, what can we learn from fiction’s worst bosses?
We’ve journeyed through the chaotic corridors of some of TV and film’s most notorious bad bosses. From Gru’s barking orders to Michael Scott’s clueless enthusiasm, Darth Vader’s ruthless discipline, Dr. Julia Harris’s manipulative antics, and Miranda Priestly’s icy demeanour, it’s been quite the tour of management hell. But what’s the takeaway from all this?
The truth is, while these characters are hilariously exaggerated, they do highlight real issues that many managers face. Whether it’s communication problems, a lack of emotional intelligence, or an inability to adapt to change, each of these bad bosses shines a light on what not to do.
So, what’s the solution? Upskilling. No matter how well-intentioned, every people manager can benefit from learning and growing. Whether it’s improving communication skills, understanding relationships, or adapting to change, there’s always room for improvement.
If Gru can pivot from villain to family man and Michael Scott can eventually share leadership, there’s hope for everyone. If only they had benefitted from all the great skills covered in the Managing People soap opera!
Everyone deserves a great boss – and a happy, well-led team is far more productive than a group of Minions running amok.
Do your Minion managers need some upskilling?
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