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Q. I’ve worked here one year, and I’m
struck by the poor quality of management. Is this enough of a reason to leave?
Q. I deal with a domineering VP who
uses the quizzing technique. Instead of telling us something, he
quizzes us to see if we can read his mind. Is there a diplomatic way I can get him to answer his own questions?
Q. My salary review was scheduled for
July. But my boss said that due to the potential reorganization of the
company, my salary increase could not be addressed until after the
board met to discuss changes. Should I sit tight and trust my boss?
Q. In a meeting with all 120 of our
employees, I complained about our poor working conditions. The CEO
seemed concerned. But then a few of my co-workers got up to contradict
me, claiming everything was fine. What should I do?
Q. I yawn too much and my bosses are starting to notice. How can I come across as more energetic?
Try to participate in meetings when your boss huddles with his boss.
Even if you’re smarter than your boss, don’t flaunt it.
You can’t teach courage. But you can set an example and support your employees’ efforts to succeed in the face of adversity.
Advice on how to handle these sticky situations at work...
Fred Abrew, 62, became CEO at Equitable Resources Inc., a Pennsylvania
utility company, after nearly 40 years of climbing the corporate
ladder. He served as CEO for three years, leaving in 1997 with a
“golden parachute” worth $1.35 million. We spoke with Abrew about his
steady ascent to the top: