HAVE you ever worked for someone you just couldn’t wait to get away from - maybe to the point where you would daydream about finding a new job or hoping they’d leave instead? This kind of leader is commonly known in the corporate world as an “extinguisher”.
These leaders sap energy from their teams and throw up roadblocks that stand in the way of success. On the flip side, “generators” are those leaders who inspire and empower people to reach their full potential - and are usually the ones everyone wants to work for.
Most of us want to steer clear of extinguishers and make sure we never become one. The trouble is, it’s not always obvious when you’re dealing with one – at least not until you’re already burned out.
There are four early warning signs that can help you spot an extinguisher.
Hidden flaws
Extinguishers wear a mask when they come to work – hiding their true selves. They often cover up their mistakes and flaws in order to be perceived as the “perfect” leader. Unfortunately, this creates distance between them and their employees. Can you really be vulnerable and open about your struggles if your leader seems perfect and untouchable? In this situation, it’s hard to get the support you need because you won’t feel comfortable asking for it.
Because they value being seen as competent and deserving of their role, even well-meaning leaders can fall into this extinguisher trap. If you have never seen or heard about your leader struggling with something - and if all you hear about is how “perfect” they are - watch out. You may be working for an extinguisher.
Lack of care
Adding to the distance between them and their employees, extinguishers do not want to hear about employees’ personal lives. They don’t care about what’s going on with you outside of work and see conversations about your partner, pets or other important aspects of your life as irrelevant. Extinguishers also fail to share anything about themselves with their employees. This is because they believe that you shouldn’t bring your personal life to work – and view these two spheres as completely separate.
So why is this problematic? If a leader doesn’t know you, they don’t know how to support you. Extinguishers don’t understand you as a whole person. They are focused solely on your work. But what happens if something awful occurs in your personal life that has clear implications for your work? What if you need extra time or some flexibility to manage life stressors? Extinguishers won’t want to hear it - and won’t give you the support you need.
Never disconnect
Extinguishers never take a break. In fact, they often brag about working late at night or early in the morning. You get emails from them at all hours of the day and even while they are supposedly on leave. For example, an extinguisher might send out tons of messages on a Sunday night in preparation for the busy week they have ahead for the team. This creates pressure to respond when employees are supposed to be disconnected. Extinguishers do not believe in work-life balance. They prioritise work over life and expect employees to do the same.
Unfortunately, extinguishers’ bad examples create harmful expectations. Actions speak much louder than words – and when leaders never disconnect, neither will their employees. Moreover, employees will start to believe that being “always on” is required to get to the next level in their career.
One right way
Extinguishers think there’s only one right way to do everything – and that’s their way. This is a recipe for disaster. Processes will never evolve and improve if organisations stick to the way it’s always been done.
Furthermore, career paths do not look the same for everyone. Your strengths, background and goals are unique – and each leader makes it to the top in their own way. Extinguishers discourage originality and make it harder to lead authentically.
If you spot these warning signs, start thinking about ways in which you can build a support system that can help you constructively deal with this kind of negative behaviour.
* This article is edited and was first published in Fast Company US