They are under immense pressure – they are expected to deliver the best possible results at the lowest possible cost. Some manage it, whilst others do not exactly follow the textbook approach. What are the worst habits of Czech bosses?
Napoleon Bonaparte is said to have once remarked: “50,000 soldiers and I make 150,000.” How many of today’s “leaders” can still claim the same? According to statistics, the number of managers is increasing, but is their quality improving as well?
Towards the end of the socialist era, an average factory had around a thousand employees and three directors. Since then, this ratio has been constantly changing, and today a comparable factory has 150 employees and at least six directors. “It follows that there cannot possibly be nearly as many talented bosses as the modern era demands,” reflects Jiří Šindler, sales manager at Bohemia Cargo in Děčín.
They fail to complete tasks and shirk responsibility.
The biggest problems with Czech managers lie in their flexibility and decisiveness. It often takes them a long time to get to grips with a matter. They are frequently unable to recognise the bigger picture and, moreover, overestimate their own abilities.
“I estimate that 60 per cent of them tend to adopt an alibi-seeking attitude and put off dealing with problems, meaning they are unable to take responsibility for their actions,” says Michal Kuník, managing director of the security agency Securitas ČR. He adds: “Other bad habits include unreliability, an inability to see things through to the end, and a fear of surrounding oneself with people who possess better qualities. A high percentage of managers also find it difficult to act fairly and address uncomfortable issues.”
They are also accused of high staff turnover: many managers ‘move’ from one company to the next, staying for a year or two at each before moving on. This inflates their CV, making it seem as though, by the age of 45, they have already managed half the world, and they therefore consider above-average remuneration to be justified.
“During the company’s expansion, I found it very difficult to cope with the fact that I couldn’t make all the decisions on my own if I was to keep my sanity. I had to learn to delegate tasks, give others space and hand over the resulting responsibility. I think this is a bad habit of a significant proportion of bosses,” reports Roman Blanář, owner of the family business Blanář Furniture. The solution lies in surrounding yourself with capable and hard-working people and setting an example for them.
From disputes to serious harassment
Some of the bosses’ mistakes barely affect the staff, whilst others can make work a living hell. “The fundamental problem with Czech managers is that they take criticism personally; it is intended to be personal rather than professional. Very few people in this country have mastered the ability to separate the person from their work performance, to evaluate only the work and not to bring personal likes or dislikes into the professional relationship,” says Managing Director Michal Kuník. “This then leads to turning a blind eye, an inability to resolve conflicts and a lack of willingness to tackle problems thoroughly.”
And that may only be the beginning. The problems sometimes escalate to what is known as ‘bossing’. “This is what we call the unjustified unequal treatment of certain employees, where a superior exploits their position to humiliate or intimidate a subordinate, whether by imposing unachievable or humiliating tasks, subjecting them to psychological harassment, or imposing excessive sanctions for minor offences,” explains Vojtěch Steininger of the law firm Hartmanová & Steininger.
The situation is similar with so-called workplace bullying, where a team member harasses, verbally attacks, intimidates, ridicules, slanders or makes work difficult for a colleague at the same hierarchical level. In both cases, the affected employee should gather evidence and resolve the issue as soon as possible with a senior manager or, if necessary, with the labour inspectorate.
Changes for the better?
Whilst Czech management could not boast of international experience ten to fifteen years ago, the situation has improved significantly today. “I would recommend international experience to every manager. It teaches respect, patience and perseverance. A different culture, language or customs can be surprising, but ultimately enriching too,” confirms Josef Neumann, Managing Director of PepsiCo’s Czech branch, drawing on his own five years’ experience in Hungary.
What has also changed significantly over the last 20 years is the attitude of Czech bosses towards their surroundings. They are now more responsible and considerate. “Thanks to digital technologies, you no longer have to spend so much time on planes, which reduces the carbon footprint. However, the issue of sustainable development should be given even greater attention among Czech top managers,” comments Jan Žůrek, Managing Partner at KPMG Czech Republic.
Guide: Overtime should be the exception
Hedvika Hartmanová: Czech bosses are are keen to assign overtime and frequently do soto their staff. However, they often forget that mandated overtime may not exceed eight hours per week and 150 hours per calendar year. If this limit is exceeded, the employer must reach an agreement with the employee and comply with the statutory maximum limits – put simply: a maximum of 208 hours of overtime per half-year. In addition to the pay for the overtime, the employee is entitled to a supplement of at least 25 per cent of their average earnings. Alternatively, it may be agreed that the employee receives time off in lieu instead. However, anyone who has already agreed on a wage that covers potential overtime is out of luck here. The scope of such overtime must be expressly agreed; a maximum of 150 hours of overtime per calendar year is permitted, and for managers, all overtime is permitted, i.e., up to 208 hours per half-year. Enforcing employees’ rights is not always straightforward. A written complaint to the employer or a report to the labour inspectorate may be helpful. Ultimately, the most drastic measure is to file a lawsuit and claim damages or back pay for the amounts owed.