The Wild Terrain of Bad Bosses and Clinical Supervisors
Ah, the wild and unpredictable world of clinical practicums and job placements. I wish this wasn’t a post I feel is necessary but unfortunately bad and terrible people exist, including within our small field of speech therapy. While most of us dream of having a supportive and nurturing supervisor who guides us with wisdom and kindness, who creates open lines of communication and helpful feedback… the reality is that sometimes we encounter bosses and clinical supervisors who are, well, less than ideal. And by less than ideal, I mean they suck. I know, I know. Labeling someone as bad or sucking is subjective. It’s very possible that a supervisor who you think is terrible, another individual might think is the best person on the planet. That does happen. It’s okay. How you feel about someone using your own judgement and knowing yourself the best is what matters. I’ve worked in practices where I had some difficulty navigating a boss who refused to even be open to current research that went ‘against’ their practice. But everyone else who worked there? They had no problem just listening to their ideologies and doing what they were told. That’s cool. What did I do? I respectfully stated that this practice wasn’t a good fit for me and was going to pursue other options. I thanked them for their knowledge and expertise that they bring to the field and hoped to continue to have them as a resource as I continue finding where my clinical niche was. And that was true! I learned a ton from them and their insight is well-respected and valuable to me and to many others. Guess what? Everyone walked away okay from that situation. No one needed to take it personally or be offended. If they do, that’s on them. Not you. If you continue to handle a situation with tact and professionalism even in the face of outright disrespect, we are the winners in that situation. It’s not a turning of the cheek or a screaming match with our supervisor, it’s simply a ‘no thank you’. We are allowed to have differences of opinions when it comes to our own practice.
It is stressful and challenging trying to navigate these situations and at times feel incredibly isolating. Especially in situations where you are the grad clinician with a ‘seasoned’ and ‘experienced’ supervisor. How do we find the balance between speaking up and turning the other cheek. I personally am not a turn the other cheek type of person, especially when people are being intentionally terrible. So, what can we do? First, let’s talk about how to spot a bad boss or supervisor.
Identifying the Beast: How do you spot a bad boss or clinical supervisor in the wild? Look out for signs such as micromanaging, lack of communication, unneeded comments, inconsistent and/or negative feedback, or outright hostility. If you find yourself feeling stressed, anxious, or undervalued in their presence, you might be dealing with a terrible supervisor.
One of the most prominent red flags to watch out for is micromanagement—the tendency for a supervisor to scrutinize your every move with an eagle eye, leaving you feeling suffocated and stripped of your autonomy. If you find yourself drowning in a sea of unnecessary directives, incessant checking-in, and relentless nitpicking, you might be dealing with a micromanager extraordinaire.
Another glaring indicator of a potential problem supervisor is a lack of communication—a barren wasteland where guidance is scarce, feedback is a rare commodity, and your questions vanish into the void without so much as an echo in response. If your supervisor seems to have taken a vow of silence when it comes to providing direction or offering support, it's time to raise the alarm bells and start asking some serious questions.
Let's not overlook the subtle nuances that can betray the true nature of a supervisor. Unneeded comments—those seemingly innocent remarks that carry a sting of criticism or undermine your confidence—can serve as a subtle warning sign of a supervisor who may not have your best interests at heart.
And what about feedback? Inconsistent or overwhelmingly negative feedback can be a flashing neon sign pointing towards a supervisor who delights in raining on your parade, leaving you feeling demoralized and defeated with each passing interaction.
Last but not least, beware the specter of outright hostility—an ominous presence that casts a shadow over every interaction, leaving you walking on eggshells and dreading the next encounter. If your supervisor's demeanor resembles that of a disgruntled dragon guarding a hoard of treasure, it's safe to say you've stumbled into hostile territory.
Use these warning signs and trust your instincts. If you find yourself feeling stressed, anxious, or undervalued in the presence of your supervisor, it may be time to acknowledge the beast lurking in the shadows and take action to protect your sanity and well-being. Remember, you deserve to thrive in a supportive and nurturing environment, so don't hesitate to advocate for yourself and seek out the resources and support you need to navigate the challenges ahead. Whether it's setting boundaries, seeking guidance from mentors, or exploring alternative avenues for professional growth, trust in your ability to identify and address the signs of a bad boss or clinical supervisor.
One thing that might cross your mind is the dread that you might be stuck at a placement with a terrible supervisor. And the honest reality is yes, you might have to spend that entire semester with them. That’s a terrifying situation to be in. One thing we absolutely have to do if we recognize a nonsupportive supervisor who feels like their targeting you is reach out to your grad school program. There are generally placement specialist or professors who oversee the placement of student. Voice those concerns! Let them know how the supervisor is making you feel and what they recommend you do. If they try and tell you it’s out of their hands and to wait it out, tell them that is not enough and you are paying for this experience. If we are persistant enough about things that concern us, more often than not that situation is going to be resolved. Sometimes mentioning it once does nothing but put it on the grad programs radar. Being annoying might just help you remove yourself from that placement or have a grad program liaison intervene with the supervisor.
Unfortunately at the end of the day, some graduate clinicians will still have to suffer through situations like this regardless of how often you voice your concerns. Do I agree with it? Absolutely not. Do I know it’s likely still to happen to some students. Unfortunately yes. My only advice in situations like this is be firm in what you say. Be vocal and advocate for every single thing you do. It will be exhausting and at times 100% unfair but sometimes with clinical practicums your hands will be tied in how to navigate it.
Now if you work with a boss who is absolutely out of control? Quit. Just quit. Document your interactions with your boss and put in your notice.
Okay let’s shift a bit to talk about specific scenarios and how to navigate them.
Scenario 1: The Micromanager You've just completed a therapy session, feeling confident in your approach and proud of the progress your client has made. But before you can celebrate, your supervisor swoops in with a barrage of nitpicky criticisms and demands for changes. They might state, “I’m not sure on your choice of therapeutic interventions. I feel like XX approach would have been better, and your execution of this session lacked the precision and finesse expected of a graduate clinician. I’m not sure what your school is teaching you for you to plan a session like this.”
This is a combination of a micromanager who also is giving some unnecessary comments. What can we say?
Anticipated Response: "I appreciate your feedback, and I'll take it into consideration. While I chose [specific approach] for this session based on [reasoning], I acknowledge that there may be alternative approaches that could have been explored. I will keep this in mind as I plan their next session."
Now disclaimer, I am not a professional communication coach or an expert in psychology and reading other people but we are a profession of communication. Use that to your advantage when responding to difficult people. Let me give reason as to why I would say it this way.
While it may be tempting to dismiss or confront every critical comment, I've learned that choosing my battles wisely is essential for maintaining a professional and collaborative working relationship… even when we don’t want to.
In this particular response, I appreciate the feedback provided by my boss, acknowledging their input while also asserting my professional judgment and expertise. By expressing gratitude for their feedback and committing to take it into consideration, I am demonstrating openness to learning and a willingness to reflect on my practice.
At the same time, I assert my autonomy as a clinician by explaining the rationale behind my chosen approach and acknowledging that alternative approaches exist. This communicates to my boss that I am capable of critically evaluating different therapeutic options and making informed decisions based on the individual needs of my clients.
By stating that I will keep their feedback in mind as I plan future sessions, I am signaling a willingness to incorporate constructive criticism into my practice while also maintaining agency over my clinical decisions. This response strikes a balance between professionalism and assertiveness, allowing me to address my boss's concerns while preserving my autonomy as a clinician.
Scenario 2: The Communication Conundrum You're halfway through your practicum and still haven't received clear expectations or feedback from your supervisor. Every attempt to schedule a meeting or seek guidance is met with silence or vague responses. How do you navigate this communication black hole?
Anticipated Response: "I value open communication and would like to discuss my progress and goals with you. We both have free time at XX time. Is this a good time to meet? I have some questions and clarification I would like guidance on.”
I recognize the importance of open communication in fostering a supportive and collaborative working relationship with my boss. However, when faced with a boss who exhibits poor communication skills or fails to provide clear feedback, navigating the situation can be challenging. It might seem silly that in a profession where we teach communication skills, some of us still lack those skills ourselves. Some clinicians might not even be aware that there is a communication conundrum but bringing to their attention is important, especially as a graduate clinician who is still learning the skills needed for quality therapy sessions.
In this response, I am making a proactive effort to address the issue of poor communication by expressing my desire to discuss my progress and goals with my boss. By emphasizing the value I place on open communication and seeking clarification on areas where I may need guidance, I am demonstrating my commitment to professional growth and development.
By suggesting a specific time to meet and offering to discuss my questions and concerns, I am taking the initiative to spearhead a dialogue with my boss. This not only helps to clarify any misunderstandings or address areas of uncertainty but also ensures that both parties are on the same page regarding expectations and goals.
However, it's important to acknowledge that despite my efforts to foster open communication, there may be instances where my boss continues to exhibit poor communication skills or fails to respond to my attempts to initiate dialogue. In such cases, I may choose to prioritize my own professional development and seek guidance and support from other sources, such as mentors, colleagues, or professional networks.
Scenario 3: The Hostile Territory Your supervisor seems to delight in making snide remarks or undermining your confidence at every opportunity. Their passive-aggressive comments and condescending tone make every interaction feel like a battle.
Imagine you're in the middle of a team meeting, eagerly sharing your ideas for a new therapy approach you've been researching. You've put in hours of preparation and are excited to contribute to the discussion. As you begin to speak, your supervisor interrupts with a dismissive comment, saying, "That's an interesting idea, but I’m not sure why we would do it that way when the way we been using works just fine." You feel a pang of disappointment as your enthusiasm is met with skepticism. Especially since the old method of approach has been proven to be ineffective and has negative impact on a child’s autonomy and this new approach has more recent research to back it up.
Undeterred, you continue to present your ideas, hoping to win over your supervisor with your passion and expertise. However, with each suggestion you make, your supervisor offers thinly veiled critiques and undermines your contributions. "I suppose we could try it," they say with a condescending tone, "but I think it’s just silly to change what we’re doing."
As the meeting progresses, you find yourself shrinking into the background, feeling increasingly disheartened and frustrated by your supervisor's passive-aggressive remarks. Despite your best efforts to maintain professionalism, their comments chip away at your confidence and leave you questioning your abilities as a clinician.
Anticipated Response: “While I understand that our current method may have been effective in the past, recent research has shown that it may have limitations, particularly in terms of supporting a child's autonomy and fostering their development. The approach I suggested is grounded in more recent evidence-based practices and has been shown to yield positive outcomes for children in similar circumstances.
I believe that exploring alternative approaches is essential for ensuring that we provide the highest quality care to our clients and remain responsive to emerging best practices in our field. By incorporating evidence-based strategies into our interventions, we can optimize outcomes and better meet the individual needs of each client we serve. This is an approach I stand behind and would like the opportunity to try it with some of our clients.”
In the world of speech therapy, as in any profession, we encounter a wide array of personalities and communication styles. Some individuals may be open to new ideas and receptive to feedback, while others may exhibit behaviors that can be challenging to navigate, such as making undermining comments or resisting change.
When faced with comments like, "That's an interesting idea, but I’m not sure why we would do it that way when the way we've been using works just fine," it's important to recognize the underlying dynamics at play. More often than not, these comments stem from either a discomfort with having their ideas challenged or a sense of entitlement that comes from holding a position of authority.
As speech therapists, we are trained to critically evaluate research and evidence-based practices to ensure that we are providing the highest quality care to our clients. That is quite literally what we are taught in grad school! When we encounter resistance to new ideas or approaches, it can be disheartening, especially when we know that our recommendations are grounded in sound research and have the potential to positively impact our clients' outcomes.
In situations like these, having the hard conversation becomes essential. While it may be uncomfortable to confront a supervisor or colleague about their comments, it's important to assert ourselves and stand by the research and evidence that support our recommendations. By doing so, we send a clear message that we are confident in our abilities as clinicians and understand the importance of staying current with best practices in our field.
Standing up for what we believe in isn't always easy, but it's necessary if we want to advocate for our clients and uphold the standards of our profession. By having the courage to have these difficult conversations, we not only assert our autonomy and professionalism but also pave the way for positive change and growth within our workplaces. After all, our ultimate goal is to provide the best possible care to those we serve, and that sometimes means challenging the status quo and advocating for what we know to be true based on the evidence.
Finding Your Inner Explorer: In the midst of dealing with a challenging supervisor, it's easy to lose sight of your own worth and capabilities. Remember, you are more than capable of navigating this wilderness with grace and resilience. Trust in your skills, seek support from colleagues or mentors, and don't hesitate to advocate for yourself when necessary.
Embrace the Quirks: While navigating bad bosses and clinical supervisors can be tough, it's important to find moments of levity and humor along the way. Whether it's sharing funny anecdotes with colleagues, indulging in some self-care after a rough day, or finding creative ways to diffuse tension, embracing the quirks of the situation can help you maintain your sanity and perspective.
The Silver Lining: Believe it or not, there can be valuable lessons hidden within the chaos of dealing with a challenging supervisor. Perhaps you'll learn how to assert yourself more confidently, sharpen your communication skills, or develop resilience in the face of adversity. Every challenge is an opportunity for growth and self-discovery.
Remember, You're Not Alone: Countless speech therapists have navigated the treacherous waters of bad bosses and clinical supervisors before you, and many more will do so in the future. Reach out to your peers, mentors, or professional networks for support, advice, and solidarity. Together, we can weather any storm and emerge stronger on the other side.
In stark contrast to poor bosses, a good boss is like a beacon of support and advocacy, lighting the way for their team members to flourish and succeed. Here's what a good boss looks like and how they support their team:
Championing Your Ideas: A good boss recognizes the value of every team member's contributions and actively supports their ideas. They create an environment where creativity and innovation are encouraged, and team members feel empowered to share their insights and perspectives.
Providing Guidance and Mentorship: A good boss acts as a mentor and coach, providing guidance, feedback, and support to help team members grow and develop in their roles. They take the time to understand each individual's strengths, weaknesses, and career aspirations, and tailor their support accordingly.
Advocating for You: A good boss is your biggest advocate, championing your interests and advocating for your professional growth and advancement. They recognize your potential and actively seek out opportunities for you to showcase your skills and talents, whether it's taking on new projects, attending conferences, or pursuing further education.
Creating a Positive Work Environment: A good boss fosters a positive work environment where team members feel valued, respected, and supported. They promote open communication, collaboration, and teamwork, and address conflicts or issues promptly and constructively.
Providing Resources and Support: A good boss ensures that team members have the resources, tools, and support they need to succeed in their roles. Whether it's access to training and development opportunities, technology and equipment, or administrative support, they prioritize the well-being and success of their team.
Leading by Example: A good boss leads by example, demonstrating integrity, professionalism, and a commitment to excellence in everything they do. They embody the values and principles of the organization and inspire their team members to do the same.
Good bosses are the driving force behind their team's success, guiding them with wisdom, compassion, and unwavering support.
Feel free to share your not so great experiences with terrible bosses. Give as much or a little detail as you want.
