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Dealing with Bosses

Even a good boss is a challenge. But when you’re dealing with bosses, dealing with difficult bosses makes everything twice as hard.

It can often feel as if you’re the one managing the boss. Business Management Daily shows you how to transform you and your boss into an efficient, unstoppable team.

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In the past five years, many managers have adopted “open-book management” as a way to teach employees to link their jobs to the company’s larger financial performance. This way, staffers can see how their efforts directly affect the bottom line.
Q. I’m an administrative assistant at a fast-growing firm. Our office could benefit by hiring a junior marketer to help our one overworked salesman. I’m taking marketing classes to improve my skills. How can I convince management to create this position and promote me into it?
I had lunch the other day with a director of career planning at a college. She asked, “So what dirty deeds are you most ashamed of? I’d like to give students the real scoop on becoming a CEO.”
Q. I work at a software firm in San Francisco. It’s supposedly a hip company, but I’m fed up. I was promised a performance review every six months, but after 14 months I’m still waiting. And when I asked for leave to be with my wife when she had a baby, the company’s personnel person said, “We may have to dock your pay. I’ll get back to you.” She never did. The company’s CEO keeps saying that we’re in an industry with no accepted business model. But is that an excuse for running a sloppy business?
Moods come and go, in yourself and others, but that doesn’t make you a helpless bystander. Without fanfare, you can control your own attitudes and handle fluctuating moods in your bosses and employees.
You’re the consummate pro, but you’re not a chest-thumping braggart. You figure you’ll let your stellar work product speak for itself and rocket you up the corporate ladder.
Are you chronically late? If you stop conversations in midsentence because you must dart away, or you frantically grab your briefcase as you scurry out the door rather than calmly come and go, then pause and regroup.
Q. I’m a 28-year-old female vice president. I’ve been at this company for five-plus years. My bosses live and work at our affiliate company in Brazil. When I send e-mails or memos explaining a problem, solution and repercussions if we don’t act, I get no reply. I know they receive my messages. I feel as though they treat me like a receptionist instead of their VP!
Making the rounds among your bosses at 7:00 p.m. before heading out the door can prove a time-sapping waste.
If your company’s leaders welcome and reward smart input from employees, take them up on it.
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