Being the boss carries a lot of perks in addition to the responsibilities.
One must differentiate between the boss who really is the boss — the person who started and who owns the company — and the boss who is a hireling brought in to provide “professional management.”
The owner-boss becomes the crisis-causing agent when he becomes very senior and can no longer adjust to market changes, and when he brings his children on board without their first having made their bones somewhere else. The boss’s children with no track record in the real world get no respect and will never get respect (subject to the very rare exception). The owner-boss tries to foist his kids off on the company team, insisting that they be deferred to as though they were real instead of make-believe managers. Matters are referred to them that should be handled at the top. They haven’t a clue. Things go downhill quickly.
There isn’t much you can do with the owner-boss who hangs his impedimenta on the company. Get out and polish your resume. I know only one person who can tell someone that his children are losers and not lose the relationship. She is much too exceptional ever to be in a position to have to tolerate that kind of work environment. Every month someone calls offering her another position. She never has to go job hunting. No one else I have ever met has her skill sets.
The hireling-boss is someone who can be dealt with if that becomes necessary, but it takes planning and careful record/diary keeping. Many of these folks are on the job market because their previous situation didn’t work out, and they somehow managed to handle severance in a non-reputation-destroying manner. They look on paper as though they the go from success to success. Establishing a connection with people they formerly worked with yields the truth of their history. The sooner people get that real history check, the better they will know what to expect and how to deal with the new boss. The more they will be aware that they have to start immediately keeping a “book” on the new boss.
Without the book it is very difficult to get the new boss sacked. With the book you have a “case” to present that is substantiated with indisputable facts rather than just accusations and hearsay.
The book must be kept off premises with a trusted resource. What goes into the book needs to be vetted for quality. It needs to be documented. If the company is publicly held, especially if it is a small-cap company, the book is great leverage. If those who can deal with the problem boss are reluctant to be real about what is happening, that book represents dissident shareholder gold. Those who can deal with it know that the book is dissident ammunition. That makes the book a grenade with the pin pulled.
Those who want to be rid of the new boss don’t want to be the presenters of the case against him/her. The outside trusted resource who kept the book ought to be someone who can present the case effectively. Knowing when, to whom, and how to present the case is critical. The presenter needs not to be one of the “mutineers.”
Boss-caused crisis can be avoided only if the case is presented and action taken before the crisis arises. Once the crisis arises, the boss is in a position to bargain over the terms of his/her departure. When it all hits the fan, the company is fearful of shucking the boss, as they fear what he might say or do and with whom he may make alliances adverse to the company’s best interests.
This story only gets juicier. It doesn’t need to be dragged out here for thrills. Those who are already in a situation in which the boss is the problem already know this. What they need is a channel to effective resources to deal with it and the will to do so before it no longer can be helped.