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Is it a red flag that your boss asks you to explain yourself in front of other coworkers? (linux.community)

submitted 3 weeks ago by lenore582@linux.community to c/asklemmy@lemmy.ml

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every time I want to talk to my boss about something work related I ask for a private conversation, because this is the way it should be, at least I see it that way.

I work with several forklifts and mistakenly though 2 were broken because I couldn't start them. Because we all need the forklifts and my boss was on holiday I started looking for a mechanic within the organization, always informing the substitute boss as well.

Regular boss comes back from his holiday, asks me to come to the office, asks me point blank in front of everyone else to hear what I was thinking to do that. 2 secretaries and 3 coworkers heard the whole story.

I presented my side of the story and after a short discussion my boss a mechanic and me went to check the forklifts were the mechanic started them, so I was wrong all along.

I apologized to them both and repeated I wanted to save time, because boss was on holidays and I wanted to have all forklifts in working condition, because we all use them extensively.

If I was the boss in this situation I'd have conducted the conversation behind closed doors, not in front of the whole office. It feels like mobbing and makes it difficult to trust this person.

Is this a red flag or am I overreacting?

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[–] snek_boi@lemmy.ml 4 points 3 weeks ago

The goal is to have a good working environment to live good lives and do good work.

The fact that your boss pulled in other coworkers could be interpreted as a red flag, as something fundamentally wrong with your boss. However, without more information, I think this situation could be workable. In other words, there are things you can do.

Again, the goal is to have a good working environment to live good lives and do good work.

I think a good working environment is one where errors can be talked about openly and without fear. I do not think the solution is “praise publicly criticize privately”. I think the solution is for your team (including your boss) to create psychologically safe environment. How? By emphasizing the goal, the purpose of your work. By admitting to mistakes or lack of knowledge to accept fallibility. This is especially helpful if your boss does it. By appreciating when someone openly shares concerns or mistakes. By creating rituals or habits of inclusion, such as well run meetings or effective information-gathering methods.

Do all of those recommendations sound hard to implement and naive? I think for many teams they are. But the reality is that psychologically safe teams exist, and they perform better than teams that don’t have it.

If it’s hard to implement it, why am I bringing it up? Because I think it’s important know exactly what went wrong with your meeting with your boss. It’s better to have an accurate map that shows a steep canyon than a fake map that shows a nonexistent bridge.

So what do you do?

Here are a couple of suggestions:

learn about psychological safety. Amy Edmonson is the authority on the subject.
learn to have Crucial Conversations. It’ll help you now and it’ll help you forever.

If you vibe with what I’m saying, let me know and I can give you more suggestions. At the same time, it’s totally understandable if you don’t think my path is viable.