Develop a strategy for implementation and a schedule.
In this section, I list several typical problem boss (manager/supervisor) types.
· 1. After review, the group is requested to add any others that they have observed or are aware of.
· 2. From the complete list, select the one considered the most difficult type to work with or for.
· 3. Flesh out the identified problem boss persona with other negative traits—and since no one is all bad, be sure to identify some good ones that one might know or have heard about.
· 4. Now that the character is properly identified, discuss the immediate and long-range consequences to the organization, those working with or under this boss, the organization, and others if this behavior is allowed to continue.
· 5. Have a discussion to evaluate and to select two options, a primary and a backup, most likely to relieve the problem or bring closure.
· 6. Develop a strategy for implementation and a schedule.
· 7. Discuss the probable outcomes both in and beyond the workplace.
· Good bosses combat the habits and traits of bad bosses minute by minute. Certain characteristics of a bad boss can be positive, depending on specific circumstances. Over the long term, however, bad bosses lead to bad or inefficient police work.
If you thought carefully about how bad bosses operate as compared to the need for “excellence,” “quality,” and “speed,” you’ve probably discovered that the good bosses are mainly other-or organizationally directed. Conversely, the bad bosses are self- or even inner-directed. Good bosses deal in terms of visions and values. Bad bosses are egocentric and uncaring.
Here is some “trickology” for coping with these stay-away-from folks. At first, the following 10 coping tactics may appear only downward-oriented. Several of them, however, are actually functional in an upward direction.
· 1. Doing nothing. Avoid the person, maintain a low profile.
· 2. Acceptance. Elevate your degree of tolerance, patience, and forgiveness.
· 3. Managing stress. Develop a stress-reduction regimen that includes everything from jogging to biofeedback.
· 4. Managing your boss. Figure out what your boss wants and needs. Then give some of it to him or her without compromising your performance or integrity.
· 5. Talking one-on-one. You already know about setting up a win–win situation. Your boss is not a candidate for a one-on-one relationship if he or she can’t take criticism, can’t listen, and is vindictive.
· 6. Talking many-on-one. There is usually strength and safety in numbers. However, it is vital that the group forges a plan and executes it in unison.
· 7. Indirect feedback. This option ranges from anonymous notes to humorous comments, which must be in good taste and not confrontational or belittling.
· 8. Transfer. Enough said. But make sure of what/who you’re going to get.
· 9. Laddering around your boss. This is a high-risk, low-chance-of-success solution. It may work, but if your boss’s boss supports him or her, you will be in deep trouble.
· 10. Confrontation. This option is best employed as your last resort. Comment carefully on everything that is wrong. Remain calm. Present your case logically to your boss with his or her understanding that you plan to carry it beyond him or her if necessary.