Right Attitudes

Ideas for Impact

Managing the Boss

How Not to Handle a Bad Boss

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How Not to Handle a Bad Boss Demanding bosses come in an assortment of guises: idealists, megalomaniacs, overbearing tyrants, windbags, windbags, narcissists, micromanagers, and so on. And you’ll work for some at various stages in your career.

But no matter the boss type, attaching labels like demanding or overbearing can eventually turn into a self-fulfilling prophecy. The moment you label someone as problematic, you’ve made them more challenging to work with because you’ll no longer give this person the benefit of the doubt. You’ll not relate with them on a productive level.

Idea for Impact: Focus instead on recognizing the boss’s specific behaviors. Calibrate yourself to match your boss’s style, and build a strategic liaison founded on expectations for yourself and the relationship.

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Never Skip Those 1-1 Meetings

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Never Skip Those 1-1 Meetings The weekly 1-1 meeting with direct reports is usually the first casualty of managerial overload. A few email exchanges or ad hoc encounters aren’t a reliable alternative for the open line of communication set forth by a regular 1-1 meeting, especially if an employee needs a problem addressed or priorities adjusted in changing situations.

Idea for Impact: Keep your commitment to do whatever is feasible to preserve your 1-1s with direct reports—in both schedule and content—even if it means having an abbreviated meeting or adjourning to later in the week.

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Do Your Employees Feel Safe Enough to Tell You the Truth?

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Do Your Employees Feel Safe Enough to Tell You the Truth? Take any corporate scandal or the Challenger and Columbia disasters, and you’ll find lower-ranking voices that tried to be heard within these organizations to prevent or minimize the consequences of the excesses or the accidents.

Some leaders are too isolated from reality and establish an “all’s-good” guise whereby anything other than affirmative becomes an undesirable—unwelcome even—answer to a performance-related question. Such leaders foster a “good-news culture,” where any truth-teller or devil’s advocate is quickly dismissed. Queries such as the cursory “Is everything okay?” elicit information-free, non-answers like “yes” and “great!”

When leaders are disconnected from reality, they become incontestably right. Employees know the rule of the game is to say what’s safe to say. To not tell the truth. To tell the leader just what she wants to hear. Employees would instead go with the flow rather than speak truth to power.

Consequently, business pressures often lead to shortcuts that go overlooked. Risk is normalized. Leaders who cannot tap into the truth get blindsided when the problems blow up because they didn’t nip the problems in the bud. Leaders have only themselves to blame when things go wrong.

Idea for Impact: Insightful leadership isn’t about the privilege of position but the privilege of information flowing upwards. Wise leaders dare to seek information they don’t want to hear. They know how to ask the right questions, look for revealing details, and set up a culture of openness that makes it easy for employees to tell the truth.

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Tips for Working for a Type-A Boss

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Type-A bosses tend to accomplish great things, at least short-term. But their high intensity and impatience could make them hard to work for.

Tips for Working for a Type-A Boss If you’re more of a laid-back employee, realize that most of the time, Type-A’s intensity isn’t about you. It’s the way she relates to the world around her. Type-A is what Type-A does.

Here’s how to deal with the overly amped-up style of the Type-A boss:

  • Speak up. Do your homework and anticipate needs/wants. Be proactive and take the initiative on everything. Bring solutions, not problems. If you disagree with something, communicate directly.
  • If nothing you do seems perfect enough for your boss, don’t assume the worst and put your guard up. Be more receptive to evaluation. If you’re constantly being challenged to add “one more thing,” seek specific feedback on how she’d like you to refine your work.
  • Set boundaries on what she can expect from you. Ask for clear performance goals. With Type-As, it’s always about them; you can’t hold yourself accountable for their personality. When it gets tough, try not to take it personally. Ask for what you need, but choose your battles wisely.

Idea for Impact: One of the best ways to handle a Type-A person is to try to be Type-A yourself. You don’t have to morph into an ego-driven jerk, but try to be more organized and keep on top of everything.

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When Your Team is Shorthanded

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When Your Team is Shorthanded When your team is understaffed and/or overwhelmed, remind your supervisors about the pressures you’re dealing with. Ask for more resources without being perceived as a whiny opportunist.

  • Prioritize and focus. Decide what goals are truly significant—to you, your team, your company, and your customers. Comb out anything that doesn’t have a justifiable economic impact or isn’t aligned with the company strategy. Meet with your boss and team to ensure everyone’s aligned with your tailored priorities.
  • Align expectations and manage up. Engage your team on what you could collectively do differently to provide better results with greater efficiency. Have daily and weekly priorities. Use short, frequent meetings to increase your team’s work momentum. Let small successes be a motivational tool.
  • Get credit for your good work. Make the most of the understaffing by recasting yourself as an asset to your company amidst this apparent upheaval. With the buoyant jobs market and a heavier workload for those left behind, you may never be in a better-negotiating position.

Idea for Impact: If your team is understaffed and overworked, you don’t need to suck it up and try to do it all. Don’t keep your head down, and don’t let the burden of responsibilities stymie your personal and team goals.

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What to Do When Your Friend Becomes Your Boss

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What to Do When Your Friend Becomes Your Boss Sure, there’re many examples of the double-dynamic working sufficiently well. But the friend-and-boss/employee relationship implies a power structure that complicates every aspect of your friend’s jurisdiction over you—answerability, promotions, raises and bonuses, vacations, desirable assignments and implied favors, and managerial feedback.

The boss-employee relationship comes with complications and tensions that hitherto didn’t exist. The perimeters of professional associations are more pronounced than between friends. When things don’t go how you expect, you’ll sense the subordination and betrayal.

When a close friend becomes your boss, avoid the complications, awkwardness, and potential for the relationship to sour. Choose which mutually exclusive relationship element is more significant to you—friendship or your job. Have a candid conversation with your boss and clear the air regarding your choice. Delineation will beget immense relief.

Idea for Impact: Friendship and managerial relationships simply don’t mix.

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Learning from Bad Managers

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Learning from Bad Managers It’s always nice to have great bosses who’ll teach you many things the easy way. However, you’ll have a boss who’s bad for you at some stage in your career. Bad bosses come in all forms: tyrants, abrasive, unprincipled, insensitive, indecisive, inconsistent, unfair, uncaring, arrogant, insensitive, quick-tempered, manipulative, apathetic, and so on.

If you’re perceptive, you can learn more from these bad examples than you’ll from the great bosses you’ll work for. Remember the axiom: “No one is totally worthless; you can always serve as a bad example.”

When you have a bad boss, ask yourself, what things about this boss will you commit to never doing? Make a list and refer to it occasionally. Avoiding doing these things will help you be a better boss—and be a positive role model for others.

Idea for Impact: Bad bosses can become useful teachers precisely because they provide some of the best lessons in what not to do that you’ll ever be offered. Take it upon yourself to never be like your bad boss.

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The Good of Working for a Micromanager

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The Good of Working for a Micromanager One of the defining qualities of a good manager is a willingness to dig into the details. Effective managers choose to engage differently with different kinds of details. In other words, they are selective micromanagers.

Micromanagement is simply the consequence of a desire to engage with selective details. Sure, some leaders struggle with prioritizing and building trust, even over unimportant details. But it never goes away. It’s part of the package. Some are great micromanagers and some are poor micromanagers.

Working for a micromanager has its challenges; but, often, it’s a blessing in disguise. Be aware of the details your manager cares about. Expect to be micromanaged—but, as part of the process, expect to learn a lot. Selective micromanagers tend to be better at developing talent. Their intimate knowledge of the business and their deep involvement can enable you to learn important information about the business.

Idea for Impact: Think of “micromanagement” as simply an excess of attention that you must manage. It’s a good sign that your boss is interested in your work—it means she cares enough.

But if you are being singled out for micromanagement, it’s time for you to look inward. The degree of micromanagement is inversely proposal to a manager’s trust in your competence. In the fullness of time, if micromanagement doesn’t, consider if your work is of lower quality or quantity without your boss’s watchful eye. Improve how you’re converting your manager’s feedback into learning.

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How You Can Make the Most of the Great Resignation

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How You Can Make the Most of the Great Resignation

The imminent return-to-work stage of the pandemic will spark yet another surge in people reexamining what their careers look like and reprioritizing their work values. My suggestion: Only quit if you have a better work- and life-choice; don’t resign out of empowerment. It’s better to be going toward something instead of going away from something.

Now, then, if you choose not to join the trend, you’ll have to cope with the void left by your coworkers and confront the extra demands. But this situation is a great chance for you to endure the tumult and even flourish. Here’s how.

If you’re swamped with the demands of your job, do a scope creep audit. Examine your original responsibilities and how you’ve picked up more work during the pandemic. Then meet with your boss and politely address the problem you’re facing, “Here’s what I was doing, and here’s how I’ve been allotting my time now. How could we reprioritize? What could we drop or delegate? What additional resources can you give me?” If you think you deserve a salary increase or better conditions, leverage your added value and ask for it. Give your manager a chance to address your issues. Don’t over-negotiate; it’s seldom worth the ill feelings.

Idea for Impact: The Great Resignation is an excellent time to stay at your job and make the most of the void. Recast yourself as an asset to your company amidst this apparent upheaval. With the buoyant jobs market and a heavier workload for those left behind, you may never be in a better negotiating position.

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Don’t Quit Your Job Until

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Before you quit your job, give your employer a chance to address your issues.

Thoughtfully identify what the real concerns are. Is the problem your current job, your supervisor, a coworker, the processes, the whole company? If the job is the problem, consider making a move within your company before you decide to leave. Time your concerns appropriately.

Before you quit your job, give your employer a chance to address your issues If you don’t tell your supervisor, she can’t fix it. Who knows what’s feasible—a different job description, team, department, schedule? You may just be surprised at how enriched your experience can be once the key issues are addressed.

Don’t jump ship in frustration if you’re likely to run into the same problems with your next employer. It’s easier to tackle frustrations in a familiar environment at your current employer than at a new company, where you’ll be under pressure to learn the ropes and quickly produce results.

Indeed, your supervisor may not be able to fix your issues even if she knows what they are. But unless you give her a chance, you’ll never know. If you can’t work it out, don’t get hung up on whose “fault” it is.

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