HERE TAKE THIS GREAT BOOK::::::
Introduction
Virtually everyone has had some bad bosses over the course of their
career, from the first job during or after high school to the present.
In some cases, these bosses are aware they are ‘‘bad.’’ In other cases,
bosses may think they are great and don’t have a clue what others
think of them. You have hard-driving tyrants who measure success
on the employee’s productivity and don’t give a fig if employees like
them or are happy; for them the bottom line is all that matters. At
the other extreme, bosses can be bad because they are so concerned
with being liked, with being one of the gang, that they have problems
with authority and control. When they spend all that time
schmoozing with their employees, little gets done. They may be wellliked
as a sympathetic, understanding friend, but that alone doesn’t
make a good boss.
So what is a ‘‘bad’’ boss? Essentially, any boss who is difficult
and hard to deal with or who has trouble directing and guiding employees
to effectively do the work can qualify as a bad boss. For example,
such a boss might be incompetent, give unclear instructions,
blame others, take undue credit, be high-strung and hyper, be disorganized,
act like a power mad tyrant, or any combination of such
characteristics. And in today’s highly competitive, high-stress environment
where a growing number of jobs are being outsourced and
loyalty to a particular job or company is a thing of the past, the
ix
x INTRODUCTION
pressure and stresses that contribute to bad ‘‘bosshood’’ and difficult
employer–employee relationships are more difficult than ever.
While the assessment of ‘‘badness’’ can be made more objectively
by the boss’s own boss, for employees, the subjective measure—
what they think of the boss—is what counts. It’s this latter
approach we will take in this book, looking at what makes someone
a bad boss and analyzing what can be done about it.
A Survival Guide to Working with Bad Bosses draws on real-life stories
I have learned of in the course of consulting, conducting workshops
and seminars, writing columns and books, and just talking to
people about their experiences in the workplace. Each chapter uses
a mix of problem-solving and conflict-resolution techniques, along
with methods such as visualization, analytical reasoning, and intuitive
assessment. In the end, the most important tool you have at
your disposal is your common sense. You’ll find that being straightforward
and open where you can be, and otherwise playing your
cards strategically and close to the vest, will produce the best results.
Since your livelihood depends in large part upon your relationship
with your boss, you may find there are times when it’s best to
follow instructions and back off from stating exactly what you think.
But on other occasions, you may do better to stand up for what you
believe, even if it means possibly losing your job. An example might
be if a bad boss asks you to do something illegal or unethical. Or
perhaps a stealthier approach might be in order; there may be a way
to expose your bad boss without getting stomped on yourself.
The best approach to use in a particular situation depends very
much upon the circumstances. The ideal is to find a balanced solution
that will allow for the greatest chance for success. You need to
figure out when to follow the rules and when to bend or break them;
when to be forceful and aggressive and when to back down; and
when to act on your own and when to seek out alliances with other
employees to negotiate with your boss together for the most satisfying
solution.
However, while seeking that balance, it’s important to recognize
that no one approach or solution fits all. You have to adapt them not
only to the situation, but also to your own style and personality, as
well as that of your boss. And you have to consider if this is a problem
that affects others or many others in the office or if it primarily
affects you, which may make the difference in whether to seek a
Introduction xi
group or individual solution. Also, different principles, strategies,
and tactics will work best for you at different times based on what’s
going on at the company, or even how your boss is feeling on a particular
day.
From India, Pune
54Introduction
Virtually everyone has had some bad bosses over the course of their
career, from the first job during or after high school to the present.
In some cases, these bosses are aware they are ‘‘bad.’’ In other cases,
bosses may think they are great and don’t have a clue what others
think of them. You have hard-driving tyrants who measure success
on the employee’s productivity and don’t give a fig if employees like
them or are happy; for them the bottom line is all that matters. At
the other extreme, bosses can be bad because they are so concerned
with being liked, with being one of the gang, that they have problems
with authority and control. When they spend all that time
schmoozing with their employees, little gets done. They may be wellliked
as a sympathetic, understanding friend, but that alone doesn’t
make a good boss.
So what is a ‘‘bad’’ boss? Essentially, any boss who is difficult
and hard to deal with or who has trouble directing and guiding employees
to effectively do the work can qualify as a bad boss. For example,
such a boss might be incompetent, give unclear instructions,
blame others, take undue credit, be high-strung and hyper, be disorganized,
act like a power mad tyrant, or any combination of such
characteristics. And in today’s highly competitive, high-stress environment
where a growing number of jobs are being outsourced and
loyalty to a particular job or company is a thing of the past, the
ix
x INTRODUCTION
pressure and stresses that contribute to bad ‘‘bosshood’’ and difficult
employer–employee relationships are more difficult than ever.
While the assessment of ‘‘badness’’ can be made more objectively
by the boss’s own boss, for employees, the subjective measure—
what they think of the boss—is what counts. It’s this latter
approach we will take in this book, looking at what makes someone
a bad boss and analyzing what can be done about it.
A Survival Guide to Working with Bad Bosses draws on real-life stories
I have learned of in the course of consulting, conducting workshops
and seminars, writing columns and books, and just talking to
people about their experiences in the workplace. Each chapter uses
a mix of problem-solving and conflict-resolution techniques, along
with methods such as visualization, analytical reasoning, and intuitive
assessment. In the end, the most important tool you have at
your disposal is your common sense. You’ll find that being straightforward
and open where you can be, and otherwise playing your
cards strategically and close to the vest, will produce the best results.
Since your livelihood depends in large part upon your relationship
with your boss, you may find there are times when it’s best to
follow instructions and back off from stating exactly what you think.
But on other occasions, you may do better to stand up for what you
believe, even if it means possibly losing your job. An example might
be if a bad boss asks you to do something illegal or unethical. Or
perhaps a stealthier approach might be in order; there may be a way
to expose your bad boss without getting stomped on yourself.
The best approach to use in a particular situation depends very
much upon the circumstances. The ideal is to find a balanced solution
that will allow for the greatest chance for success. You need to
figure out when to follow the rules and when to bend or break them;
when to be forceful and aggressive and when to back down; and
when to act on your own and when to seek out alliances with other
employees to negotiate with your boss together for the most satisfying
solution.
However, while seeking that balance, it’s important to recognize
that no one approach or solution fits all. You have to adapt them not
only to the situation, but also to your own style and personality, as
well as that of your boss. And you have to consider if this is a problem
that affects others or many others in the office or if it primarily
affects you, which may make the difference in whether to seek a
Introduction xi
group or individual solution. Also, different principles, strategies,
and tactics will work best for you at different times based on what’s
going on at the company, or even how your boss is feeling on a particular
day.
From India, Pune
Hi Ravi, many many thanks dear...I am getting impatient to read this book.......but i have to get it printed to read at home. In office its not possible....thanks anyways Amit Goyal
From India, Delhi
From India, Delhi
Hi Ravi,
I hope everyone will be equally eager after reading the first few lines in the introduction. We all would have been a part of some bad bossism in our career, if not, then we can't be sure that, we will not be subjected to the same.
Thanks to you for posting such a good book.
Regards,
Rajeev
From India, Bangalore
I hope everyone will be equally eager after reading the first few lines in the introduction. We all would have been a part of some bad bossism in our career, if not, then we can't be sure that, we will not be subjected to the same.
Thanks to you for posting such a good book.
Regards,
Rajeev
From India, Bangalore
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