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K.Ravi
54

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
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amit_goyal_2002
10

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
Rajeev Velur
3

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
prkumar
1

Hi Ravi
Thanks for the contribution. I further suggest to read the following book by Roy H. Lubit..
" Coping with toxic managers, subordinates .. and other difficult people "( Pearson publishers )
regds
P R Kumar

From India, Visakhapatnam
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