Right Attitudes

Ideas for Impact

Getting Along

You Hear What You Listen For

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Two men were walking along a crowded sidewalk in a downtown business area. Suddenly one exclaimed: “Listen to the lovely sound of that cricket.” But the other could not hear. He asked his companion how he could detect the sound of a cricket amid the din of people and traffic. The first man, who was a zoologist, had trained himself to listen to the voices of nature. But he didn’t explain. He simply took a coin out of his pocket and dropped it to the sidewalk, whereupon a dozen people began to look around them. “We hear,” he said, “what we listen for.”

Source: American evangelist author Kermit L. Long quoted by Karen Anderson in The Busy Manager’s Guide to Successful Meetings (1993)

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  3. How to Email Busy People
  4. Keep Your Eyes on the Prize [Two-Minute Mentor #9]
  5. What the Deaf Can Teach Us About Listening

Could Limiting Social Media Reduce Your Anxiety About Work?

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Limit Social Media Participation, Reduce Envy and Anxiety In a recent article on “Facebook envy,” I wrote about how looking at the carefully curated lives of others on social media can provoke insecurities about one’s own accomplishments—or lack thereof.

In response, a blog reader directed me to journalist Keith Breene’s writeup about a study on why millennials aren’t happy at work. Here’s a précis:

Much of the stress and anxiety reported by twenty-somethings is caused by ruthless comparison with peers. Emerson Csorba, director of the consultancy Gen Y, reported one millennial describing the challenge like this: “If we are not doing something exceptional or don’t feel important and fulfilled for what we are doing, we have a hard time.”

Where is the pressure coming from? With millennials more connected than any previous generation, opportunities to compare levels of success are ubiquitous, creating anxiety and insecurity. The accomplishments of peers, shown on social media, are a constant prompt to examine millennials’ own successes or failures. The problem is made much worse by the fact that only positive achievements are posted—you only ever see the good stuff.

Even though everyone knows that social media is a kind of PR feed of people’s lives, when you spend so much time online, these messages can easily become overpowering.

Idea for Impact: Resist the Envious Consequence of Social Media

Everyone’s lives are far from perfect, notwithstanding the dreamy pictures they’re posting on social media.

Protect yourself and your own internal goodness from self-sabotage. Rejoice in your real accomplishments without needing to show off to anyone else or seek external validation. Care less for what other people think.

Life isn’t a competition. There isn’t a race to the finish lines.

Furthermore, making others envious should never be a motivation for curating your social media posts. Nothing good comes from trying to be the envy of others.

Wondering what to read next?

  1. Cope with Anxiety and Stop Obsessive Worrying by Creating a Worry Box
  2. Doesn’t Facebook Make You Unhappy?
  3. Group Polarization: Like-Mindedness is Dangerous, Especially with Social Media
  4. Expressive Writing Can Help You Heal
  5. The More You Can Manage Your Emotions, the More Effective You’ll Be

Use this Technique to Praise At Least Three People Every Day

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Scott Adams, the American cartoonist who created Dilbert, writes in How to Fail at Almost Everything and Still Win Big (2013),

Children are accustomed to a continual stream of criticisms and praise, but adults can go weeks without a compliment while enduring criticism both at work and at home. Adults are starved for a kind word. When you understand the power of honest praise (as opposed to bullshitting, flattery, and sucking up), you realize that withholding it borders on immoral. If you see something that impresses you, a decent respect to humanity insists you voice your praise.

Lavish Praise on People and They’ll Flourish

In his masterful self-help manual, How to Win Friends and Influence People (1936), Dale Carnegie quotes the American steel magnate Charles M Schwab who was renowned for his people skills,

I consider my ability to arouse enthusiasm among my people, the greatest asset I possess, and the way to develop the best that is in a person is by appreciation and encouragement. …

I am anxious to praise but loath to find fault. If I like anything, I am hearty in my approbation and lavish in my praise. …

I have yet to find the person, however great or exalted his station, who did not do better work and put forth greater effort under a spirit of approval than he would ever do under a spirit of criticism.

Carnegie suggests, “Be lavish with praise, but only in a genuine way … remember, we all crave appreciation and recognition, and will do almost anything to get it. But nobody wants insincerity. Nobody wants flattery.”

How to Praise No Less Than Three People Every Day

Use this Three-Coin Technique to Praise Others Everyday Here’s a simple, effective technique to unleash the power of praise and honest appreciation:

  • Start each day with three coins in your left pocket.
  • Transfer one coin to your right pocket each time you praise someone or remark about something favorably. See my previous article on how to recognize people in six easy steps.
  • Make sure that you have all the three coins in your right pocket by the end of the day, but don’t give compliments willy-nilly.

Avoid flattery and pretentiousness, especially when someone thinks that they truly don’t deserve the praise. As well, don’t undercut praise with criticism (as in a sandwich feedback.)

Idea for Impact: If you can’t be bothered with opportunities to elevate others’ day with a few simple words of appreciation, perhaps you’re just too insecure or emotional stingy. Even if praise is directed on others, it emphasizes your own good character—it shows you’re can go beyond self-absorption in the self-consumed society that we live in.

Wondering what to read next?

  1. Never Criticize Little, Trivial Faults
  2. You don’t praise people? What are your excuses?
  3. How to Increase Your Likeability: The 10/5 Rule
  4. On the Use of ‘But’ in Interpersonal Feedback
  5. How to Accept Compliments Gracefully

Make Friends Now with the People You’ll Need Later

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Addison Schonland of the commercial aerospace consulting firm AirInsight describes how the 737 MAX hullabaloos have exposed shortfalls in Boeing’s crisis communications and public relations:

The MAX crisis demonstrated to everyone in aerospace media how poorly Boeing was prepared for the recent crashes. More importantly, Boeing was unprepared for the onslaught of information that started to flow freely after the crashes. … In the absence of communications from Boeing, subject matter experts, whether highly qualified or not, become media stars overnight. An information vacuum cannot exist in today’s 24-hour news cycle and the Internet. The demand for information is great, and somebody will fill the vacuum.

The fact that Boeing had to clam up about the crashes for legal reasons is well understood. But the lack of transparency about design decisions, how the company made trade-off choices when creating the MAX, and issues related to the certification process left Boeing exposed.

Boeing Crisis Management and Public Relations Shortfalls: Leadership Lessons from the 737 Max Disaster Rival Airbus has traditionally reached out and established relationships with the aerospace media:

Airbus spends a lot of money once per year inviting the media to an event it calls “Innovation Days”. A week ago, at the most recent event, there were 130 media members from almost every country. Airbus briefed the media on both their products and plans …. Airbus provided access to the key leaders so attendees could speak with them and ask questions, with unrestricted Q&As with C-Suite executives who stayed for a substantial period of time.

Airbus clearly has an ROI. From the perspective of an attendee, and having attended several, is that the media comes away from the event informed. But more importantly, attendees feel they understand what Airbus is doing.

Airbus, through these events, communicates with the trade and news media. This communication provides attendees with, de minimis, a sympathetic view. If Airbus had suffered the two crashes, we believe the press would not have attacked the company the same way it has Boeing.

Schonland highlights how such a web of relationships becomes indispensable during a crisis, whether the crisis is self-inflicted or caused by external events:

By not being more open Boeing has helped create a gap between itself and much of the media. … Boeing has lost any control of the [737 MAX disaster] story. Whatever Boeing does provide now is seen as biased and self-serving—there is little goodwill from the media. When [Boeing CEO] Dennis Muilenburg goes on television for the rare interview, he does not come across as well as he might. Why is that? Because everything he says is now filtered through a non-sympathetic, hyper-critical lens.

Boeing needs to invest in the small army of trade and press media that cover the industry—not just a handful of selectees. This small army provides crucial perspective en masse during a crisis and fills the vacuum with educated views and perspective.

Businesses that fail to develop such goodwill or simply lose their way with regard to public relations become vulnerable to condemnation and backlash. This can result in a wide-ranging loss of credibility, as has transpired with Boeing and its leadership.

Idea for Impact: Invest in formal and informal relationships with key external constituents who can help your business—and personal—interests. The Guanxi tradition in the Chinese culture has it just about right in placing a huge emphasis on building social capital through relationships. From Wikipedia,

At its most basic, guanxi describes a personal connection between two people in which one is able to prevail upon another to perform a favor or service, or be prevailed upon, that is, one’s standing with another. … Guanxi can also be used to describe a network of contacts, which an individual can call upon when something needs to be done, and through which he or she can exert influence on behalf of another.

Wondering what to read next?

  1. Any Crisis Calls for Constant, Candid Communication
  2. No Boss Likes a Surprise—Good or Bad
  3. What it Takes to Be a Hit with Customers
  4. How to Prevent a Communications Breakdown During Crisis
  5. A Sense of Urgency

Don’t Ignore the Counterevidence

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Don't Ignore the Counterevidence---Consider objections to your viewpoints Left to themselves, much of our opinions and judgments are subjective, imprecise, incomplete, narrow-minded, or utterly unapprised.

A good critical-thinker deliberates objectively about alternative world-views that may cause him/her to philosophize differently. The English philosopher and economist John Stuart Mill made an unparalleled case for this intellectual obligation in his treatise On Liberty (1859):

If the cultivation of the understanding consists in one thing more than in another, it is surely in learning the grounds of one’s own opinions. Whatever people believe, on subjects on which it is of the first importance to believe rightly, they ought to be able to defend against at least the common objections. … on every subject on which difference of opinion is possible, the truth depends on a balance to be struck between two sets of conflicting reasons. Even in natural philosophy, there is always some other explanation possible of the same facts; some geocentric theory instead of heliocentric, some phlogiston instead of oxygen; and it has to be shown why that other theory cannot be the true one: and until this is shown, and until we know how it is shown, we do not understand the grounds of our opinion. But when we turn to subjects infinitely more complicated, to morals, religion, politics, social relations, and the business of life, three-fourths of the arguments for every disputed opinion consist in dispelling the appearances which favour some opinion different from it. The greatest orator, save one, of antiquity, has left it on record that he always studied his adversary’s case with as great, if not with still greater, intensity than even his own. What Cicero practised as the means of forensic success, requires to be imitated by all who study any subject in order to arrive at the truth. He who knows only his own side of the case, knows little of that. His reasons may be good, and no one may have been able to refute them. But if he is equally unable to refute the reasons on the opposite side; if he does not so much as know what they are, he has no ground for preferring either opinion. The rational position for him would be suspension of judgment, and unless he contents himself with that, he is either led by authority, or adopts, like the generality of the world, the side to which he feels most inclination.

Mill recommends anticipating the potential objections to one’s argument, coming to terms with the merits of opposing points of view, and establishing why the balance of reasons still supports one’s viewpoints:

Ninety-nine in a hundred of what are called educated men are in this condition; even of those who can argue fluently for their opinions. Their conclusion may be true, but it might be false for anything they know: they have never thrown themselves into the mental position of those who think differently from them, and considered what such persons may have to say; and consequently they do not, in any proper sense of the word, know the doctrine which they themselves profess. … So essential is this discipline to a real understanding of moral and human subjects, that if opponents of all important truths do not exist, it is indispensable to imagine them, and supply them with the strongest arguments which the most skilful devil’s advocate can conjure up.

Idea for Impact: Consider objections to your viewpoints; Remain open to alternative interpretations.

Suspend your inclinations and commitments and ask whether any of the objections have some force against your argument.

Don’t argue merely from those premises that appear compelling to you; address the premises that appear compelling to your opponent.

As Aristotle counseled, “The fool tells me his reasons; the wise man persuades me with my own.”

Wondering what to read next?

  1. Lessons from Charlie Munger: Destroy Your Previous Ideas & Reexamine Your Convictions
  2. [Effective Arguments] Explain Your Opponent’s Perspective
  3. Rapoport’s Rules to Criticize Someone Constructively
  4. Presenting Facts Can Sometimes Backfire
  5. How to Argue like the Wright Brothers

Summary of Richard Carlson’s “Don’t Sweat The Small Stuff”

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Stress follows a peculiar principle: when life hits us with big crises—the death of a loved one or a job loss—we somehow find the inner strength to endure these upheavals in due course. It’s the little things that drive us insane day after day—traffic congestion, awful service at a restaurant, an overbearing coworker taking credit for your work, meddling in-laws, for example.

It’s all too easy to get caught up in the many irritations of life. We overdramatize and overreact to life’s myriad tribulations. Under the direct influence of anguish, our minds are bewildered and we feel disoriented. This creates stress, which makes the problems more difficult to deal with.

'Don't Sweat The Small Stuff' by Richard Carlson (ISBN 0786881852) The central thesis of psychotherapist Richard Carlson’s bestselling Don’t Sweat The Small Stuff… And It’s All Small Stuff (1997) is this: to deal with angst or anger, what we need is not some upbeat self-help prescriptions for changing ourselves, but simply a measure of perspective.

Perspective helps us understand that there’s an art to understand what we should let go and what we should concern ourselves with. As I mentioned in my article on the concept of opportunity cost, it is important to focus our efforts on the important stuff, and not waste time on the insignificant and incidental things.

I’ve previously written about my favorite 5-5-5 technique for gaining perspective and guarding myself against anger erupting: I remove myself from the offending environment and contemplate if whatever I’m getting worked up over is of importance. I ask myself, “Will this matter in 5 days? Will this matter in 5 months? Will this matter in 5 years?”

Carlson stresses that there’s always a vantage point from which even the biggest stressor can be effectively dealt with. The challenge is to keep making that shift in perspective. When we achieve that “wise-person-in-me” perspective, our problems seem more controllable and our lives more peaceful.

Carlson’s prescriptions aren’t uncommon—we can learn to be more patient, compassionate, generous, grateful, and kind, all of which will improve the way we feel about ourselves and the way that other people feel when they are around us.

Some of Carlson’s 100 recommendations are trite and banal—for example, “make peace with imperfection,” “think of your problems as potential teachers,” “remember that when you die, your ‘in-basket’ won’t be empty,” and “do one thing at a time.” Others are more edifying:

  • Let others have the glory
  • Let others be “right” most of the time
  • Become aware of your moods and don’t allow yourself to be fooled by the low ones
  • Look beyond behavior
  • Every day, tell at least one person something you like, admire, or appreciate about them
  • Argue for your limitations, and they’re yours
  • Resist the urge to criticize
  • Read articles and books with entirely different points of view from your own and try to learn something

Carlson’s succinct insights have hit home with legions of the hurried and the harried. He became a bestselling author and a sought-after motivational speaker. Before his tragic death in 2006 at age 45, Carson followed up “Don’t Sweat The Small Stuff…” with some 20 tacky spinoffs intended particularly for spouses, parents, teenagers, new-weds, employees, and lovers.

Wondering what to read next?

  1. What the Buddha Taught About Restraining and Dealing with Anger
  2. Anger Is Often Pointless
  3. Learn to Manage Your Negative Emotions and Yourself
  4. The More You Can Manage Your Emotions, the More Effective You’ll Be
  5. Anger is the Hardest of the Negative Emotions to Subdue

We’re All Trying to Control Others

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We're All Trying to Control Others

One of the realities of the human condition is that we’re all operating our lives by trying to make the settings around us—the environments in which we live, work, and play—to be just the way we want them to be.

However, we share these settings with other people, who themselves are trying to make their settings just the way they want them to be.

And herein is the source of a great many conflicts: as we control our worlds and our lives with the purpose of making them transpire as we’d like them to, we intercede with the controlling of others.

Conflict is not necessarily bad. It is a normal, fundamental, and pervasive facet of life. It is a natural outcome of what happens when our expectations, interests, viewpoints, inclinations, and opinions are at variance with those of others.

Every relationship is a minefield of conflict, and each instance of contradictory viewpoints brings new challenges.

The key to getting along amicably and resolving the problems of the world is working out how we can wisely facilitate our control of what is important to us without interfering with other people’s efforts at doing the same thing.

Idea for Impact: Life is negotiation. Getting what you want out of life is all about getting what you want from—and with—other people. Learning how to engage in conflict to get what you want without inflicting damage on the opportunities and the relationships is one of life’s essential and practical skills.

Wondering what to read next?

  1. Don’t Ignore the Counterevidence
  2. How to Manage Smart, Powerful Leaders: Book Summary of Jeswald Salacuse’s ‘Leading Leaders’
  3. 20 Reasons People Don’t Change
  4. Our Vision of What Our Parents Achieved Influences Our Life Goals: The Psychic Contract
  5. Don’t Lead a Dysfunctional Team

Admit When You Don’t Have All the Answers

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Admit When You Don't Have All the Answers As a leader or as a salesperson, your employees or customers expect you to have the answers. However, there’ll times when you may not know the answer to difficult questions right away. To avoid losing credibility and causing others to question your knowledge, it’s important to know how to handle the situation properly.

Folks Don’t Want to Confess to Not Knowing Enough

Having quick, confident answers is often seen as a mark of proficiency and leadership. For that reason, you may be conditioned to believe that “not knowing” makes you look exposed. You may assume that any gaps in knowledge should be veiled at all costs.

Rather than admitting that you don’t have an answer to a tough question, you may tend to make something up on the fly, fast-talk, or stumble your way with a dubious response. Rookie salespeople are particularly prone to this—they tend to give answers they believe their prospective customers want to hear.

Consequently, in trying to look strong, you’ll end up looking weak.

The Power of Saying “I Don’t Know”

The ability to recognize one’s limitations is an underappreciated intellectual skill. A humble individual is all too aware of the confines of his/her corpus of knowledge.

Intellectual growth can come about only when the humble person can admit to not knowing enough and opening up to the possibilities of learning.

In an interview at the Wharton school, Carol Bartz (the no-nonsense, swearword-spewing former executive at Yahoo, Autodesk, and Sun Microsystems) commented about this false bravado and misplaced poise:

The phrase, “I don’t know” is in fact a strength. I have a [nonsense] detector that is really good, really good. And I love playing with people who rubbish me. I would much prefer if someone told me, “Not only do I not know the answer, but I wouldn’t even know how to get it. Could we talk about how, and I can get back to you?” That is so, so powerful. I don’t care how old or seasoned or how high you are in an organization. Saying “I don’t know” can give you the vulnerability you need to lead better.

Idea for Impact: Don’t Be Afraid to Admit What You Don’t Know

Great leaders know when to admit “I don’t know” and how to follow up appropriately. When you’re tempted to misrepresent your understanding, try to declare,

  • “I don’t know the answer at this time, but I will get back to you.”
  • “Good point. I don’t know, but I’m interested in what you think.”
  • “I don’t know, but let’s consult someone who knows more about this.”
  • “I don’t know, but I can do more research and incorporate those risk factors in our contingency plans.”

To be appreciated as a reliable, confident, and ethical person, be willing to admit that you don’t have all the answers. This act of humility and the readiness to seek the help of others can inspire greater trust within your team and encourage others to follow suit.

Be honest and direct when dealing with people, and they’ll respect you even if you aren’t able to answer all their questions.

Wondering what to read next?

  1. Pretending to Know-it-All and Failing to Admit Ignorance
  2. Interviewing Skills #3: Avoid Second-Person Answers
  3. You Can’t Know Everything
  4. How to Deal with Upset Customers
  5. Why Others’ Pride Annoys You

Here’s How to Improve Your Conversational Skills

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How to Start a Good Conversation

A year and a half ago, I wrote a popular article titled, “Stop asking, ‘What do you do for a living?'” The crux of my argument was,

Chatting with somebody in socializing situations should be less about discerning the details of the other’s life to size up the other’s socioeconomic status, and more about building a bit of familiarity to initiate stimulating conversations about topics of mutual interest.

A recent Harvard Business Review blog article on networking argues that the ‘what do you do?’ question may not be the best way to build rapport with someone else.

Research findings from the world of network science and psychology suggests that we tend to prefer and seek out relationships where there is more than one context for connecting with the other person. Sociologists refer to these as multiplex ties, connections where there is an overlap of roles or affiliations from a different social context. … We may prefer relationships with multiplex ties because research suggests that relationships built on multiplex ties tend to be richer, more trusting, and longer lasting.

The article gives examples of open-ended questions that could elicit non-work-related answers.

  • What excites you right now?
  • What are you looking forward to?
  • What’s the best thing that happened to you this year?
  • Where did you grow up?
  • What do you do for fun?
  • Who is your favorite superhero?
  • Is there a charitable cause you support?
  • What’s the most important thing I should know about you?

These inquiries could be helpful once you have a conversation going—they don’t make good initial questions. I’ve found it helpful to start with simple questions (“how do you know the hosts” or “is this your first time in this city”) and wait for personal details to flow into the conversation naturally.

Another practice I’ve found helpful is to ask to be introduced. Request your host to mention common interests when you are introduced to a new person in the gathering.

Susan RoAne’s How to Work a Room and Do I Say Next? provide great guidelines on how to make your business and personal conversations more effective.

Wondering what to read next?

  1. How to Overcome Shyness in Initiating Conversations
  2. How to Help People Pursue Conversations after Introducing Them
  3. Don’t Be Interesting—Be Interested!
  4. Stop asking, “What do you do for a living?”
  5. Office Chitchat Isn’t Necessarily a Time Waster

No Boss Likes a Surprise—Good or Bad

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Never surprise the boss, particularly on potentially volatile issues that could affect your project’s timeline, budget, or performance.

Even good surprises can backfire. Many an example exists of employees bringing the boss what they believe were good news, only to realize later that that the surprises weren’t so good after all.

Consider the following example of a Boeing test pilot pulling off a shocking stunt on a prototype aircraft, much to the exasperation of his company’s leadership.

A Reckless Stunt That Created a Buzz

Boeing 707 Dash 80 prototype The Boeing 707 was America’s first passenger jet aircraft. Prior to the 707, which entered service in 1958, air travel was mostly limited to the affluent—and even they were hesitant about air travel’s safety. The 707’s in-service safety record and its economic characteristics quickly made travel more accessible and dependable. The 707 ushered in the Jet Age.

But for Boeing, today’s leading aircraft manufacturer, developing the 707 was a big gamble. The 707 had no orders, and Boeing embarked on its development entirely on the wager of its prospective commercial success. When the aircraft’s design commenced in 1951, Boeing’s estimated development costs were $16 million. That was roughly 20% of the company’s value, and more than twice its yearly profits—nearly all of which originated from military contracts.

The Demonstration That Was Far from What the Boss Had Authorized

Boeing built its first and only 707 prototype aircraft in 1955. The company’s leadership decided to show off the aircraft at Seattle’s Seafare Hydroplane races on August 7, 1955.

The display plan was to have Boeing’s Chief Test Pilot, Alvin “Tex” Johnston, do one low pass over the racecourse so that the airline executives, industry pundits, and government officials who attended the high-profile event could witness Boeing’s new undertaking.

Johnston had other plans. In his mind, the audience needed to be sold on the plane’s performance and safety. Seized by the impulse to flaunt the agility of the 707, Johnston had a little more in mind than just an unpretentious flyby.

During the in-air demonstration (see YouTube video,) with the aircraft soaring over Seattle’s Lake Washington, Johnston suddenly pulled back on the controls, and the plane started to climb at a speed of 400 miles per hour. Then, he did a complete 360-degree roll and flew the plane upside down for a moment. As the crowd watched in shock and amazement, Johnston did a second barrel role.

Overconfident Employee, Furious Boss

Alvin Melvin (Tex) Johnston, Boeing Test Pilot In the startled crowd was Boeing’s legendary president William “Bill” Allen. Allen, who had authorized no more than a simple flyby, thought that Johnston’s first barrel role was a mistake. When Allen witnessed the second barrel roll, he feared that either Johnston had lost his mind, or the aircraft was in grave trouble.

According to Robert J. Sterling’s Legend & Legacy: The Story of Boeing and Its People (1991,) Allen summoned Johnston into his office the next day. Allen demanded an explanation and inquired why Johnston had foolishly risked the company’s only prototype.

Pleased with his successful accomplishment, Johnston offered a simple explanation, “I was selling airplanes.” Johnston explained that he had previously tested barrel rolls on the prototype, and it was a safe maneuver. He hadn’t risked the aircraft at all.

Allen reproached Johnston and told him that he appreciated the efforts, but Johnston was never to do anything that had not been approved previously.

Never Let Your Boss Be Surprised by Bad News

If there is only one thing worse than delivering bad news, it’s not delivering bad news as soon as you know that some trouble is brewing.

No boss wants to hear about any looming issue from some third party—especially if it could be worrying—and put her on the spot with her peers and superiors.

When you fail to report any bad news, you are leaving your boss exposed to being blindsided with a potential problem, and the perception that your boss doesn’t have control of her organization.

Idea for Impact: A Good Employee is Predictably Excellent

The surest way to delight your boss is by setting the right expectations, discussing and coordinating on a plan of action, and delivering on her expectations of your performance.

When the status of important any project changes, make it a priority to bring your boss and other affected constituents up to date. If, right from the beginning, you’ve made the true picture clear, your boss may be less surprised with the bad and the good.

Never surprise your boss—just keep her clued-in on a regular basis.

Wondering what to read next?

  1. Any Crisis Calls for Constant, Candid Communication
  2. Never Surprise Your Boss [Managing Your Boss #2]
  3. Four Keys to an Excellent Relationship with Your Boss [Managing Your Boss #1]
  4. A Sense of Urgency
  5. No One Likes a Meddling Boss
Here’s a prayer to help you deal with annoying people. Learn from the Stoics!