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Product reviews for Is Your Boss Mad?
Press Association Hannah Stephenson, Senior Features Writer, PA Entertainment
Is Your Boss Mad?, by Jill Walker, is published by Crown House, priced '£12.99. Available now.
YOU DON't HAVE TO BE CRAZY TO WORK HERE-¦
By Hannah Stephenson, PA Features
Anyone hooked to the BBC series The Apprentice will see the new recruits trying to impress their prospective boss Sir Alan Sugar.
He may be a hard taskmaster, but he is also often the voice of reason, unlike so many bosses we encounter in the workplace who are virtually impossible to deal with.
But now businesswoman Jill Walker, who has gained access to many executives in the US and UK top 500 companies, has created profiles of typical bosses and come up with a guide on how to deal with your boss, entitled Is Your Boss Mad?
She explains: “As an employee you cannot just do what you want. You have to heed the wishes of others and at times you will interpret these wishes as evidence of madness, or badness, or sheer incompetence. However, that person is probably getting paid more than you, has more clout than you and unfortunately may have the power to relieve you of your position. These poor bosses will make the mistake of imagining there are plenty more where you came from.”
Can you recognise your boss in any of Walker's profiles?
FRIEND THEN FOE THEN FRIEND AGAIN
Traits: Moody, aggressive, shouts a lot, inconsistent, forgetful, a loner. Has often been promoted as a reward but not given the training and therefore the tools to complete his new role. Is unsure of how friendly to be. One minute is helpful and supportive, the next aggressive and distant.
Analysis: Managers who have been promoted from within the team often struggle with their credibility in front of old colleagues. Racked with insecurity, they worry if their ex-team mates are taking advantage of their relationship to pull the wool over their eyes.
Coping: Change your responses to get control back and keep him guessing. React or don't react but just behave in the opposite ways to what you used to do. Make physical changes such as postural and voice changes. Slowly let it be known that you won't accept poor treatment any longer.
Practical changes: Arrive on time, even if you have to get an earlier train. Change your appearance, whether it's a haircut or a new suit - but don't discuss it. Adjust your voice. Lower it when you are making a serious complaint. It will give you power.
MR LONG HOURS
Traits: He's depressing, he nags, creates an unhappy environment, refuses to try new ideas, doesn't like to delegate, and thinks long hours represent loyalty, dedication and good work.
Analysis: If the boss gets in early and leaves very late, he's struggling. Long hours at the workplace are an attempt to cover weakness and lack of ability.
Coping: Ignore the long hours culture and stick to your contract, politely but firmly. Soon Mr Long Hours will start to feel uncomfortable because you are raising the thought that if it's possible for other people to work here within normal working hours, why can't he?
Practical changes: When you take on a task, speak to the boss and agree the completion time for it. That time must be within working hours of your contract. Communicate clearly about the work you will be able to complete and when.
Be a shining star, occasionally. When the team is under pressure, roll up your sleeves and get stuck into the job. If you are really supportive at pivotal moments, people will notice. Intermittently go the extra mile but don't do it too often.
POWER CRAZY
Traits: Checks everything you do, destroys your confidence, crushes creativity and enjoys exerting power. Uses expressions such as, “Just copy me in on that, will you?”, “Better let me handle that,” and “Don't change anything without letting me know.”
Analysis: Here we have another frightened boss, lacking in confidence, who finds it hard to delegate, hard to trust and is frightened of mistakes being made that could reflect badly on him.
Coping: Give yourself some space and plan a strategy. You know that trying harder is not going to work. Let the boss correct and enhance your work as much as he likes, but make sure it has your name all over it. If it's a drawing, sign it. If it's a presentation, tell everyone about your presentation. Don't badmouth anyone in public as it will act against you.
Practical changes: Cut your power crazy boss out of the loop. If the boss wants you to run everything by him first, somehow forget to do this. At first, gently forget to check things with him, preferably the stuff you are 100% confident about. If you are questioned, stand your ground, act as if this is the way you always do things and look puzzled if challenged. Make out it was so trivial that it wasn't worth his time.
I HIRED YOU, NOW I HATE YOU
Traits: Easy interview and hiring process, initially a friendly boss, but soon becomes aggressive, remote and unsupportive, distancing himself from you as your manager.
Analysis: The employee may not be able to cope with the job and is faced with unfamiliar procedures and irritation among fellow workers who have to cover. It often goes wrong at the interview stage if the boss and prospective employee let the meeting drift from an assessment to a more informal process.
Coping: Stick at it. If there has been a breakdown in the communication of your role, address it aggressively as soon as possible. Facing your fear head on is a great way to dissolve it. Don't compound the issue by trying to cope.
Practical changes: Consider taking a training course. Focus on why you wanted the role and use that determination to fulfil it efficiently.
FEAR MERCHANT
Traits: Stern, charming but cool, an aggressive communicator who encourages cliques, is manipulative and unpredictable. He doesn't allow for any discussion on a decision. Has a habit of calling people seemingly jovial nicknames which are actually quite insulting and humiliating.
Analysis: He doesn't care about how you work, but he is very interested in what you deliver or achieve. He generates misery in the working world. He weaves his fear to make sure of securing his own success, surrounds himself with a clique of favourites and creates a situation where you become desperate to be in. Colleagues who are in may unwittingly start to go against those who are out.
Coping: Challenge these behaviours and learn from them. Mirror his communication style - be brief, be aggressive and forget the niceties. Look him straight in the eye when speaking to him. He may be in the habit of invading your personal space. If you are sitting at your desk and he perches on it, stand up, but keep close to the centre of your territory so that you take control of the space.
Practical changes: If he calls you by a nickname, don't answer to it. Don't play his game or react to his body language. When confronted, he will usually retreat because he doesn't want trouble, he just wants the job well done.
YOU DON't HAVE TO BE CRAZY TO WORK HERE-¦
By Hannah Stephenson, PA Features
Anyone hooked to the BBC series The Apprentice will see the new recruits trying to impress their prospective boss Sir Alan Sugar.
He may be a hard taskmaster, but he is also often the voice of reason, unlike so many bosses we encounter in the workplace who are virtually impossible to deal with.
But now businesswoman Jill Walker, who has gained access to many executives in the US and UK top 500 companies, has created profiles of typical bosses and come up with a guide on how to deal with your boss, entitled Is Your Boss Mad?
She explains: “As an employee you cannot just do what you want. You have to heed the wishes of others and at times you will interpret these wishes as evidence of madness, or badness, or sheer incompetence. However, that person is probably getting paid more than you, has more clout than you and unfortunately may have the power to relieve you of your position. These poor bosses will make the mistake of imagining there are plenty more where you came from.”
Can you recognise your boss in any of Walker's profiles?
FRIEND THEN FOE THEN FRIEND AGAIN
Traits: Moody, aggressive, shouts a lot, inconsistent, forgetful, a loner. Has often been promoted as a reward but not given the training and therefore the tools to complete his new role. Is unsure of how friendly to be. One minute is helpful and supportive, the next aggressive and distant.
Analysis: Managers who have been promoted from within the team often struggle with their credibility in front of old colleagues. Racked with insecurity, they worry if their ex-team mates are taking advantage of their relationship to pull the wool over their eyes.
Coping: Change your responses to get control back and keep him guessing. React or don't react but just behave in the opposite ways to what you used to do. Make physical changes such as postural and voice changes. Slowly let it be known that you won't accept poor treatment any longer.
Practical changes: Arrive on time, even if you have to get an earlier train. Change your appearance, whether it's a haircut or a new suit - but don't discuss it. Adjust your voice. Lower it when you are making a serious complaint. It will give you power.
MR LONG HOURS
Traits: He's depressing, he nags, creates an unhappy environment, refuses to try new ideas, doesn't like to delegate, and thinks long hours represent loyalty, dedication and good work.
Analysis: If the boss gets in early and leaves very late, he's struggling. Long hours at the workplace are an attempt to cover weakness and lack of ability.
Coping: Ignore the long hours culture and stick to your contract, politely but firmly. Soon Mr Long Hours will start to feel uncomfortable because you are raising the thought that if it's possible for other people to work here within normal working hours, why can't he?
Practical changes: When you take on a task, speak to the boss and agree the completion time for it. That time must be within working hours of your contract. Communicate clearly about the work you will be able to complete and when.
Be a shining star, occasionally. When the team is under pressure, roll up your sleeves and get stuck into the job. If you are really supportive at pivotal moments, people will notice. Intermittently go the extra mile but don't do it too often.
POWER CRAZY
Traits: Checks everything you do, destroys your confidence, crushes creativity and enjoys exerting power. Uses expressions such as, “Just copy me in on that, will you?”, “Better let me handle that,” and “Don't change anything without letting me know.”
Analysis: Here we have another frightened boss, lacking in confidence, who finds it hard to delegate, hard to trust and is frightened of mistakes being made that could reflect badly on him.
Coping: Give yourself some space and plan a strategy. You know that trying harder is not going to work. Let the boss correct and enhance your work as much as he likes, but make sure it has your name all over it. If it's a drawing, sign it. If it's a presentation, tell everyone about your presentation. Don't badmouth anyone in public as it will act against you.
Practical changes: Cut your power crazy boss out of the loop. If the boss wants you to run everything by him first, somehow forget to do this. At first, gently forget to check things with him, preferably the stuff you are 100% confident about. If you are questioned, stand your ground, act as if this is the way you always do things and look puzzled if challenged. Make out it was so trivial that it wasn't worth his time.
I HIRED YOU, NOW I HATE YOU
Traits: Easy interview and hiring process, initially a friendly boss, but soon becomes aggressive, remote and unsupportive, distancing himself from you as your manager.
Analysis: The employee may not be able to cope with the job and is faced with unfamiliar procedures and irritation among fellow workers who have to cover. It often goes wrong at the interview stage if the boss and prospective employee let the meeting drift from an assessment to a more informal process.
Coping: Stick at it. If there has been a breakdown in the communication of your role, address it aggressively as soon as possible. Facing your fear head on is a great way to dissolve it. Don't compound the issue by trying to cope.
Practical changes: Consider taking a training course. Focus on why you wanted the role and use that determination to fulfil it efficiently.
FEAR MERCHANT
Traits: Stern, charming but cool, an aggressive communicator who encourages cliques, is manipulative and unpredictable. He doesn't allow for any discussion on a decision. Has a habit of calling people seemingly jovial nicknames which are actually quite insulting and humiliating.
Analysis: He doesn't care about how you work, but he is very interested in what you deliver or achieve. He generates misery in the working world. He weaves his fear to make sure of securing his own success, surrounds himself with a clique of favourites and creates a situation where you become desperate to be in. Colleagues who are in may unwittingly start to go against those who are out.
Coping: Challenge these behaviours and learn from them. Mirror his communication style - be brief, be aggressive and forget the niceties. Look him straight in the eye when speaking to him. He may be in the habit of invading your personal space. If you are sitting at your desk and he perches on it, stand up, but keep close to the centre of your territory so that you take control of the space.
Practical changes: If he calls you by a nickname, don't answer to it. Don't play his game or react to his body language. When confronted, he will usually retreat because he doesn't want trouble, he just wants the job well done.
Guest
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21/05/2007 01:00
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