Workplaces are getting rid of bosses, but there are pros and cons

Want to see the ꦏback of your managers? Maybe consider calling the shots — permanen𒅌t four-day workweeks, long lunch breaks, no Big Brother watching over your shoulder, and logging off by 5 p.m., all while crushing your workload? Too good to be true?

You might be looking to be “unbossed” — the workplace trend of not having a boss or middle manager.
“Not havin💎g a boss may be preferable to having a toxic one,” said Joe Galvin, chief research officer at , a CEO coaching and peer advisory organization. “People doဣn’t quit jobs — they quit bosses.”

According to , middle manager layoffs have increased to more than 30% from pre-pandemic times. As companies cut back on costs and reduce headcount, workers mind the🍒 gap — the space between yourself and upper management — th🐼emselves.

Already proclaiming “Sweet freedom”? Remember that you still have responsibilities and need accountability. Plus, if you’re more junior, you may need more coaching and developmen꧋t than seasoned colleagues.

“If no on💖e is watching you, it can be amazing for the first weeks until you need help and find that the corner office person is not available and stressed out,” said Lynn Taylor, career coach and author of (Wiley).

Although middle managers usually get a bad rap for having too many cooks in the kitchen🗹 with too many lay🔥ers of bureaucracy, their absence can be palpable and the void should be filled.

“We need to get direction on expectations from somewhere — typically that was from the middle manager who stood as the translator between senior leadership and front lines,” said Jim Frawley in Scarsdale, executive coach and founder and CEO of , an executive development firm. “Just because middle management is eliminated doesn’t mean people don’t report to 🔜anyone. There are still ‘bosses.’”

Sarah Johnson, senior director of public rꦦelations for , a Hauppauge, LI-based fintech lending platform for business owners, now checks in regularly 🐽with the CEO ever since her former direct boss, the chief marketing officer, left in January.

Johnson, a former New Yorker in her early 50s, now liౠving in Nashville, said, “I’ve been navigating the remote waters for several years, so his departure didn’t rock my boat too much.”

However, Johnson misses the connect🐎ion and camaraderie𒐪 with her former boss.

“It’s comforting to have someone to check in with, even just to bounce ideas off, provide feedback or simply message, ‘Hey, how’s your day?’ Having a supportive boss can make all the difference, providing a s🙈ense of direction and encouragement ꦕeven the most independent of us need from time to time.”

Admitting sometimes it gets a little lonely, she messages colleagues daily to connect. On the flip side, perks include no longer attending hourlong ꦗmarketing team meetings and weekly one-on-ones. Johnson said, “Reclaiming those 30 minutes gives me more time to dive into my work without distraction.”

This white sp𒁃ace may also create opportunities to shine and connect with teammates.

“Information can flow more openly,” said Jeff Wetzler, ඣco-CEO of , a nonprofit that helps school systems innovate, and author of (Hachette Go). “It might give you more freedom to spread your wings, prove your capabilities ꦑand innovate.”

Wetzler recommends turning to peers, customers, clients, contractors and partner organizations for input when you have questions, while Taylor recommends trying to find a mentor: “Someone in ♈the company that you can check in with weekly meetings, 10 to 20 minutes, high level. Whatev𝕴er your prior boss was like, imagine that on steroids with busy-ness.”

Being bossless can negatively impact workers through low morale, productivity and ultimately turnover. Jasmine, 44 (last name withheld), is actively looking fo✱r a new job. The Brooklyn higher education consultant’s boss left last year, and while she doesn’t miss being micromanaged, she dislikes the “lack of suppo🤡rt, no promotion and no increase in pay.”

Jasmine recently met with management, who believed she should just be happy to have a job. “They’re focused on putting out fires — some of which they create so they can look like they are solving problems.”
While she reached out to her former manager’s boss, communication should be a two-way street. “It’s essential for leaders to proactively ensure that affected ඣstaff members receive adequate support and guidance,” Galvin said.

Jenny von Podewils, co-CEꦦO of HR platform , said, “The biggest challenge is finding that sweet spot of enough managers to enable the strategy and teams while not too many🍸 hinder the flow of information, fast decisions and learning.”

Taylor cautioned: “A good bos🅺s can be great for you. A bad boss can ruin more than just your day [but] what is otherwise a dream job.”