If we define workplace bullying as intentional, often repeated, verbal or non-verbal mistreatment of employee that causes mental or physical harm, then it follows that a lot of not-so-great behaviors fall short of that threshold. Bullying, as I’ve come to think of it, is targeted and usually malicious in nature. “Bad bossism,” on the other hand, is simply that.
I just read Adam Bryant’s New York Times interview of Barstool Sports CEO Erika Nardini, and I’m glad that I don’t work for her. (Barstool Sports, if you’re unfamiliar with it, is a “bro” site featuring lots of sports talk and photos of scantily clad co-eds.) While nothing in the interview necessarily cries out “bullying boss,” Nardini’s punishing management practices and assessments of humanity aren’t for everyone:
1. She’ll run people into the ground in order to build a better Barstool.
I think I’m punishing. I have a large ability to grind. If I want something or if I believe in something or I think something should be done better, I will push and push until I exhaust people.
I really value stamina and drive. I am bad with stagnation and complacency. It’s not just about winning, but did we do everything possible to make something happen?
2. That includes being available 24/7, and she’s going to test that during your interview phase.
If you’re in the process of interviewing with us, I’ll text you about something at 9 p.m. or 11 a.m. on a Sunday just to see how fast you’ll respond.
[In response to the followup question of permissible response time] Within three hours. It’s not that I’m going to bug you all weekend if you work for me, but I want you to be responsive. I think about work all the time. Other people don’t have to be working all the time, but I want people who are also always thinking.
3. She’s got a single-lens, 90/10 view of humanity.
I had to learn, and I’m still learning, about the kinds of people on my team who can run in my system, which is pretty hard-driving.
…There were people who weren’t into it, and it took me a long time to learn that there are people who I call “90 percent players” and there are “10 percent players.”
The 90 percent players are superdependable. They work hard every day, and they’re amenable to whatever you want to do.
And the 10 percent people may not be great 90 percent of the time, but 10 percent of the time they’re genius, and they’re genius at the moment that matters.
It took me a long time to learn that there’s a beauty and a gift in the 10 percent people, and you have to be able to unlock it.
It would’ve been great had interviewer Bryant followed up with a question about work-life balance, but we’ll have to imagine Nardini’s response. (I’d predict some variation on “work hard, play hard.”)
To be fair, Nardini is no different than any other CEO who expects their underlings to demonstrate fulsome devotion to their jobs. She’s merely among the latest to regard her management philosophy as worth bragging about. Of course, we’re used to hearing this stuff from certain male CEOs, so perhaps it’s a sign of ironic, umm, progress, that a female CEO is spouting more of the same.