Handbook of the Big Leader. How a development strategy is developed in practice
Who is this book for? Hello dear reader! You are holding a book in your hands - a simple statement of complex things. It is written specifically for you, a…

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Finding the Buy button
“When nature was limited to fit, we would go down to the cattle” (W. Shakespeare, “King Lear”). In my previous article “Where is the Buy button”, I wrote that, based…

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Golden hour from Brian Tracy
Take time each morning to sit in silence and reproduce your goals. You can see, having read the biographies and autobiographies of successful women and men, that, without exaggeration, each…

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Problems with the boss. Difficult boss

How often do we hear from friends the phrase “my boss annoys me” or “my boss is a tyrant”? Sometimes disagreement with the boss becomes the main reason for dismissal. Do not rush.

It is important to understand why a person has a desire to put other people in a situation of discomfort, and sometimes simply to humiliate him. A bad attitude does not always mean that you have a bad leader. Maybe one of the employees does not agree with the boss characters or the boss has a black streak in life. Or maybe a person is simply out of place. How to build healthy and productive relationships with even the most problematic bosses?

Good Boss VS Bad Boss
Stanford University professor Robert Sutton in his book “Good Boss, Bad Boss: How to Become the Best by Learning from the Worst Mistakes” defines the boss as a person with authority who has frequent and direct contact with subordinates, is responsible for briefing and evaluates their work.

The author believes that, regardless of the size of the company, the manager’s success is due to the ability to communicate with the closest employees – those who feel the results of his work, whom he personally instructs, inspires or makes discipline. Sutton is confident that the successes and failures of each boss depend on how successfully he builds relationships with employees.

Where do bad managers come from?
Difficult bosses create a difficult atmosphere around them by manipulating employees. Why do some bosses manage to rally the team, while others have to endure, putting work and salary in priority? One answer: not everyone can use natural leadership inclinations. Only by honing his abilities and creating his own laws will a person lead others.

Senior researchers at the American Institute of Public Opinion – the Gallup Institute – Tom Rath and Barry Conkey in their study, “Developing Strong Qualities — The Foundation of Leadership,” concluded that only a person with a high level of self-awareness would become an effective leader. The productive use of talents determines a person’s behavior both in everyday life and at work. And where to get good leaders if most people are not aware of their strengths, succumb to internal fears and imitate other leaders? According to the Gallup Institute, the majority of employees do not use natural talents at work: in the United States it is 68% of employees, China – 86%, India – 64%, Japan – 85%, Great Britain – 83%, Germany – 74%.

Scientists cite Winston Churchill or Mahatma Gandhi as an example. These historical figures are radically different from each other, but they managed to become outstanding leaders in their countries, using and developing their own special talents. A bold and powerful Churchill would not have been able to mobilize a nation destroyed by war if he emulated a calm approach to governing the country of Gandhi. Nevertheless, the leadership of Gandhi during the struggle of India for independence was effective. He did not imitate the dominant line of conduct of the past leadership.

Excuse me, are you a tyrant boss?
If one of the employees did not have a relationship with the boss and the latter emphasizes this in every possible way, do not rush to put the stigma on him. Try to take a closer look and get acquainted with his unique character traits. Bad bosses have their own particular style of behavior. For example, to control their subordinates and express their emotions, they use specific words, facial expressions, body position at meetings or the workplace, gait. They even open the door to the office in a special way. It is difficult to communicate with such bosses. Often the energy spent talking with them does not correspond to the importance of the problem.

At the request of the BBC, the Quora website interviewed its respondents about whether bad bosses exist. Most participants answered: of course yes! One of the respondents described difficult bosses as power-hungry, aggressive, and self-confident “alpha leaders.” To achieve their goals, they use either force or charisma. Another quote from the responses of the respondents: “Evil bosses exist because most people do not stand the test of power, and some of them cannot be allowed to lead people – they immediately turn into loonies.”

People have identified a bad leader as one who:

Does not know the potential, strengths and weaknesses of the team;
fixated on himself and does not listen to subordinates;
Doesn’t like to hire smart people.
Among the answers was a simple but accurate definition of a boss-tyrant: “An evil boss is someone you absolutely don’t want to work with (and most likely, he reciprocates).”

Interestingly, the specific character traits of such a boss seem unacceptable to some, while others are not at all bothered. Some relate to tyrant bosses as good leaders who, in any way, get results from their employees. Indeed, they set tight deadlines, require subordinates to perform complex tasks, threatening to fire.

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