What Michael Jordan Can Teach Us About Abrasive Leaders

Let me start by saying that in no way am I disrespecting arguably the greatest basketball player ever, nor the admirable aspects of his character that have helped make him great. 

But, from my vantage point of expertise with workplace teams and the challenging issues that arise in those interpersonal relationships, I just can’t pass up the opportunity to share some learning on the “abrasive leader.” 

From the New York Times: “He showed little mercy when berating co-workers. He seized on their setbacks and scoffed at their maladies. He punched at least two in the head.”

We’re talking about Michael Jordan and his career with the Chicago Bulls, featured in the excellent documentary, “The Last Dance.”  Again from the Times: “In the intervening years, a chorus of experts has warned employers, investors and board members against tolerating such cruel or demanding behavior,” and cites studies which show the negative effect this kind of behavior has on workers’ morale and productivity.  Abrasive behavior is costly:

• 48% intentionally decreased their work effort

• 47% intentionally decreased their time at work

• 38% intentionally decreased the quality of their work

• 63% lost work time avoiding the offender

• 66% said their performance declined

• 78% said their commitment to the organization declined

• 12% left their job because of the experience

So, here’s the million-dollar question: Is it ever worth it to tolerate abrasive or abusive behavior from someone who’s a superstar at what they do — and you need them to do it?

We’ve heard of other great stars in their field known for their terrible behavior: Pablo Picasso’s  abuse of his family (an extreme case for sure), Opera great Kathleen Battle whose fiery temperament got her dismissed from the Metropolitan Opera, Apple’s founder Steve Jobs whose leadership style has been described as “terrorizing” and “extremely demanding” — and name any number of extremely talented celebrities who are known as terrors off stage or on the movie set. 

Is “bad” behavior something we’re supposed to accept, work around, or forgive in the name of their expert contribution?

Food for a virtual cocktail hour conversation….Have at it — it’s a fascinating subject!

For one who works with organizations to increase their team productivity, cohesiveness, motivation, retention, inclusivity, and creative innovation, I submit two responses:

#1 No, we’re not supposed to accept bad behavior. Ultimately, we find that abrasive behaviors in the workplace do more harm than good. 

 Noam Scheiber points out in his article that, “In the season that followed Jordan’s first retirement in 1993, the Bulls won 55 games, only two short of their total from the year before. Several Bulls players have attributed the performance to greater teamwork and less stress. ‘The atmosphere was different, no doubt about it,’ Will Perdue, one of the team’s centers (and the onetime recipient of a Jordan punch to the noggin), said in an interview.” At the same time, no one would argue the incredible value (and leadership) Jordan brought to the team.

Dr. Laura Crawshaw, of the Boss Whisperer Institute, tells of a surgeon she coached who defended his behavior, “arguing that he needed to shout, throw surgical instruments, and kick doors to get his assistants to perform adequately.” Her research has found that the opposite effect is what happens. In this case, the surgeon’s team was actually more unnerved by his angry, abusive behavior and made more errors, not less. 

The results of these effects are negative conflict, which can poison an entire company. Our research at Resologics measures in dollars the costs of negative conflict from destructive behaviors in an organization. 

#2 Abrasive behavior is learned — and can be unlearned. Understanding the behavior is not a simple “good” boss/“bad” boss kind of thing, or that some people are just born to be nasty. As Scheiber explores, what constitutes abrasive or abusive behavior is a many-layered consideration, including cultural differences. 

Dr. Crawshaw’s research exploded the myth that abrasive leaders intentionally set out to harm others. Instead, she found the opposite — lacking the ability to read other’s emotions, the majority of abrasive leaders are blind to the wounds they inflict. 

It’s pretty clear that Michael Jordan loved his work and his teammates, and didn’t get his kicks from abusing those around him. Is it possible that his remarkable drive to excellence, which put him head-and-shoulders above mere mortals, blinkered him to understanding that other people may NOT be like that as well? His expectations of his teammates were as high as his own expectations of himself. 

Here are some questions to ponder about your work situation, whether you are an HR professional helping set policy or fielding employee complaints, a team member who is experiencing the negative effect of a toxic co-worker or boss, or maybe wondering if you could be an abrasive leader yourself...

• What do you think about abrasive behavior in workers and in leadership? 

• Is it an acceptable style? 

• Is it worth the harm it causes others who are within the reach of that person? 

• Have you noticed abrasive leaders or “toxic” workers in your workplace? And how are they affecting you?

• Do you wish there were some policies or guidelines for civil behavior in your workplace?

Share your answers and thoughts in the comments below. If you’d like to talk more about leadership and relationships, especially in these challenging times, please feel free to schedule a conversation here.