| If you've had a job you likely have a story of a boss | | | | boss needs to make. |
| from hell. Thanks to the Web, the victims of these | | | | Present the list to your boss and ask that he or she |
| bozo bosses no longer have to suffer in silence; they | | | | make the decisions necessary to resolve the issues. If |
| share loudly and long about their nemeses. Forced | | | | that doesn't work, you have the option of going to a |
| overtime, canceled vacations, and reprimands for | | | | higher authority, or looking for a new job. |
| taking needed sick leave are just the beginning of | | | | Clueless Incompetents (CIS) |
| some bosses' insensitivities. | | | | The good news about these bosses is that they may |
| Some boss behavior may be over the legal line and | | | | be happy to have you do the work, since they're |
| border on harassment, discrimination, or even | | | | frequently lazy as well as incompetent. Why is this |
| improperly denying leave requests. If you're working for | | | | good news? Because if you love the job or the field |
| this type of boss, you need to file a complaint with HR, | | | | you're in, the work itself can be worth it. Their attitude |
| your boss's boss or an outside agency. But most | | | | may also enable you to take over projects that could |
| times, a bad boss's behavior is perfectly legal, although | | | | give you valuable experience and contacts. The risk? |
| it might drive those who work for him or her to commit | | | | Don't count on their help if you get in over your head. |
| unlawful acts! | | | | Also beware that you don't become tarnished with the |
| In my experience, bad bosses come in four types, | | | | brush of the talentless person you work for. |
| each one requiring a slightly different strategy. First | | | | If you work for a CI you need to be sure to document |
| identify what kind of boss you're dealing with, then try | | | | everything - preferably through e-mails to your boss |
| some of my tips to cope. | | | | and at least one other person, if appropriate. Why |
| Micromanager (MMs) | | | | email? Because you can prove that your boss |
| Micromanagers will drive you batty. Perfectionist | | | | received it. |
| micromanagers are obsessed with control, convinced | | | | Devils Incarnate (Dis) |
| that the world will come to an end if certain details | | | | DIs might not actually be evil, but they certainly do a |
| aren't perfect. | | | | good imitation of that state; manipulative, overbearing, |
| What works with this kind of boss? Not much. As with | | | | demanding, and demeaning, and they make the other |
| most people, they are who they are. Your best | | | | problem bosses pale in comparison. |
| survival strategy is surrender: Take their skills and use | | | | If you find yourself working for a DI you need to |
| them to your advantage. Learn everything you | | | | assess your boss and decide whether he or she is |
| possibly can. | | | | merely good at what he or she does or |
| Whether talent, political skills, organizational | | | | hit-the-ball-out-of the part GREAT! If not the latter, then, |
| incompetence, or sleeping with the boss propelled him | | | | it's probably not worth the pain. |
| or her to the top doesn't matter. The organization | | | | If you decide to stay in the job, you must constantly |
| thinks he or she should be the boss and you're stuck | | | | ask yourself, "How high am I willing to jump?" Don't lose |
| with that wrong-headed view. It's you--not they--who | | | | yourself or your ideals in the bargain, but do take what |
| needs to adapt. Remember: Your boss may not | | | | you can get - which can be substantial if you can |
| always be right, but he or she is always the boss. | | | | stand the heat. Take what you need and leave the |
| Conflict Avoiders (Cas) | | | | rest. Vote with your feet when you can't continue to |
| This type of boss can cause the most woe in any | | | | manage the dynamic, and hold onto your soul. Just |
| workplace. CAs duck decisions and assign roles in a | | | | don't give up too soon. |
| hazy manner so no one will be annoyed with him or | | | | And remember, bosses, like other mere mortals, suffer |
| her. The problem is that employees then express the | | | | personal problems, illness and other mood and |
| conflicts the boss habitually avoids. | | | | character disorders. If you have such a boss, you |
| The solution? It's what I call the "beyond" trick. | | | | have my sympathy. Be careful not to stay so long that |
| Employees sit down and work together to compile | | | | it damages your self-esteem or your sanity. Your own |
| three lists-- the conflicts they've historically harbored, | | | | health is more important than any job. You can always |
| current hot issues, and 'beyond issues,' which are those | | | | fire your boss by choosing to walk away and out the |
| they continually bicker about but have no control. This | | | | door. |
| is usually the biggest list and contains decisions the | | | | |