How to Give Your Boss Feedback. Working closely with anyone gives you useful insight into her performance.
This is especially true of your boss, who you likely see in a variety of settings: client meetings, presentations, one-on-ones, negotiations, etc. The Leader-Member Exchange Theory - Management Skills From Mind Tools. How-to-deal-with-a-narcissistic-leader. If you have ever worked with a narcissistic leader, you already know how difficult it is to deal with them.
Narcissists create cultures that are toxic and workplaces that are poisonous. Many don't realize the damage they cause and the stress they create. There are many circumstances that can cause someone to develop a narcissistic personality, but there are also a few basic practices that you can implement when dealing with just about any narcissist. Here are some of the most common destructive traits of narcissists, along with solutions to help you cope -- even overcome. A sense of entitlement and superiority. Narcissists who are focused on their own power are usually extremely insecure. A strong need for attention. It can be easy to lose your sense of purpose and goals when you have a leader who wants all the attention all the time, but don't allow your own priorities to be derailed.
A single-minded focus. 7 Things To Do If You Work For A Bad Boss. Not everyone of us is fortunate enough to work for a supportive boss who knows how to strike the perfect balance between being democratic and a disciplinarian.
In fact, if you firmly believe that you currently work for a bad boss, perhaps it’s better for you to simply take consolation in the fact that you are not alone. If you have a recent experience of working with your boss and trying to engage them in a productive and professional relationship – and you have miserably failed – then this article is made for you. Stop letting a bad boss ruin your career. Start playing out the disadvantages and transforming them into advantages instead. You Get The Boss You Deserve: Manage Up! Dealing with Your Incompetent Boss - Amy Gallo. Everyone complains about his or her boss from time to time.
In fact, some consider it a national workplace pastime. But there’s a difference between everyday griping and stressful frustration, just as there is a clear distinction between a manager with a few flaws and one who is incompetent. Dealing with the latter can be anguishing and taxing. But with the right mindset and a few practical tools, you can not only survive but flourish. What the Experts Say “Most people have had experience with someone who is incompetent, or at least unhelpful,” says Annie McKee, founder of the Teleos Leadership Institute and co-author of Becoming a Resonant Leader: Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness.
Exerting Influence Without Authority - Harvard Management Update. Congratulations—you’ve been asked to lead a change initiative!
But there’s a catch—its success hinges on the cooperation of several people across your organization over whom you have no formal authority. If you’re like most managers, you’re facing this sort of challenge more often these days because of flatter management structures, outsourcing, and virtual teams. For those reasons, a greater number of managers now need to get things done through peers inside and outside their organizations.
In this age of heightened business complexity, moreover, change itself has grown increasingly complicated. A majority of change initiatives now involve multiple functions within and even between companies, and many such efforts encompass an entire firm. New kinds of partnerships and alliances have emerged as well, and they require managers to exercise influence over peers from the other companies. Though honing these skills takes time and patience, the payoff is worth it. Networking. Consultation. Get the Boss to Buy In. An engineering manager at an energy company—we’ll call him John Healy—wanted to sell his boss on a safer and cheaper gas-scrubbing technology.
This might have been an easy task if his boss, the general manager, hadn’t selected the existing system just a year before. Instead it was, in Healy’s words, “a delicate process.” Fortunately, user reviews of the new technology had become available only in the past several months, which Healy tactfully mentioned in his presentation to the GM and other senior executives. He also included a detailed comparison of the two systems, drawing on implementations at comparable plants; the data suggested that the new system would remove contaminants more efficiently and reduce costs by about $700,000 a year. Because the GM was still on the fence, Healy brought in a bio-gas expert his boss trusted and respected to talk about the new technology’s merits.
Even when they do speak up, most managers struggle to sell their ideas to people at the top. What Executive Assistants Know About Managing Up. As an executive assistant, your job is to help the executive do her job better.
But as an employee, this is only one aspect of your job. You’re doing lots of other things that aren’t necessarily in service of your boss. I spoke with Melba Duncan, president of The Duncan Group, a retained search and consulting firm specializing in senior management support resources, and author of The New Executive Assistant, to learn what it takes to be a successful executive assistant – and what other employees can learn from these masters of managing up.