Project Description

Stacey really liked his job at a single company, until his boss left for work in another company. The new manager, Peter’s name, did not seem to like any one in the team he inherited from the previous manager, regardless of individual or collective performance. He stepped down from staff and was prone to careful management, and was reluctant to value any project that was not the cause of his thoughts. During one year he had replaced a number of Stacy colleagues.
At first, Stacey strove to gain the trust and respect of his new boss by asking for feedback and guidance. But Peter was not paying attention. Despite his efforts, Stacey could not improve their relationship. When he finally decided to help the human resources unit over the months, he did not receive more sympathy. The company refused to expel Peter because its unit was not substantially worse and nobody else had complained.
Stacey felt depressed and stressed because of the inability to escape or change in connection with Peter, and was increasingly unable to do the right thing. He was worried that the only way left was to leave a company that was interested in it.

Condition and condition of Stacy are not unusual. According to a recent study by the Gallup Institute of the Labor Market, half of the employees in the United States have left their jobs at some points in their career paths to leave their employers. These figures are similar or even higher for those employed in Europe, Asia, the Middle East and Africa.

What do bad executives do? Disputes that are often mentioned include scrutinizing, bullying, avoiding conflict, avoiding decision making, credit theft, blaming, hoarding information, listening, weakening, and lack of employee development. These inappropriate behaviors make employees unhappy and ineffective. However, any inappropriate behavior committed by your boss, managing your relationships with him is an essential part of your job. Doing it right is a key indicator of your effectiveness.

 

This article explores the options available to everyone in the same shape. But people often forget their ability to improve inappropriate conditions, so having options systematically can be very helpful.

Step 1: Empathy Exercise

The first step is to take into account the externals that put pressure on your manager. Remember that bad executives are not bad people, they are good people with weak points that can be exacerbated and worse by the pressure of leadership and results. So it’s important not only to consider how they work, but also the reason for their behavior.
Research has shown that empathy training can change the difficult relationship between the boss and his subordinates, not just as a phenomenon from top to bottom, but also by experts, including Stefan Kawi and Daniel Golman, on the importance of using this key aspect of emotional intelligence For management. Neuroscience also suggests that this is an effective strategy when neurons in the human brain naturally excite people for reciprocal and countervailing behaviors. If you work with your boss with sympathy, he will also begin to empathize with you. Which benefits both sides.
It may be difficult to feel good about someone who does not meet your needs or who you hate. But, as Glenn has shown years ago, empathy can be learned, and recent research by other scientists, including experts at the Meninger Clinic, suggests that if you conscientiously practice your empathy, your perception of the feelings of others will be more accurate.
The sales director of a major US company was disappointed with his boss’s appreciation for his thanks, and was disappointed with the attention and support of his boss until one of his colleagues told him to imagine that he was your director. He knew that his manager was a real adviser who was known for imposing periodic goals. She realized that her boss did not intend to ignore her, but she actually did not have enough time to back up and works simultaneously on several important business plans.
Although this can be a conscious exercise, a show of empathy can still be presented in an informal environment. You can not have appointments, and instead look for the right time for other people to embrace your efforts. In the example above (sales manager), a joint working visit took place in Singapore; before the first dinner, he told his boss to question the new pressures in China by questioning the pressures he felt. His boss was ready to share his tensions and frustrations, and a milestone was created in creating a very satisfying work relationship between the two. Her concern was less about her boss’s disregard, and her manager also became more eager for her problems.

Step Two: Consider your role

The second step is to look at yourself. Experience has shown that people who work for good co-operation with their executives almost part of their problems is that their managers’ behavior is in a way that prevents their recognition and valorisation. This may not be what you want to hear, but you can discover and measure it, and make corrections based on it, so you can improve your relationships.
Start with some introspection. No matter how you can objectively consider any criticism your boss presents. Which areas do you need to develop? What matters of your behavior or output can make him annoyed?

Also, ask yourself what might make your characters intersect? In most cases, managers are “transmitted faces”, which provide faces of authority from those with previously unresolved issues. Transition to this form and type has a strong impact on behavior and should always be considered in the study of disorders in relations between the boss and the subordinates.
For example, a boss’s individual reminded her of her elementary teacher, who had been behaving rudely and never liked him. They are physically similar and have the same kind of communication. When this transfer is identified, people can usually take steps to correct it, and go back to the past more easily, and separate their former harassment from their current reactions and look at their boss’s comments more enlighteningly.
Then view and consult with your colleagues who work successfully with your boss. Try to understand their preferences, changes and key points, and get signs of how you might do things differently. When you approach your colleagues, be sure to carefully quot each question. For example, instead of asking your colleagues why the boss often talks around you in the middle of a conversation, ask how they evaluate your speaking? How can you talk when a boss wants or does not want a report? How do you explain the differences?
Also use the benefits of group training to get advice from colleagues. In a development leadership workshop, Tom posed a problem that was worrying him. He admitted that he needs to improve his relationship with his boss. Whatever he did was never good enough. His colleagues were frank and honest in their responses, saying that often he was in meetings when he was trying to explain the goals of his unit, his voice was ambiguous and that he seemed to be weak in strengthening his direct report. According to his colleagues, this was the reason for the boss’s displeasure with Tom’s performance.
They suggested that she spend more time practicing and presenting her presentations and presenting her lectures, and actually doing less on public goals and identifying the indicators of success. They also advised that he should have his subordinates. Tom asked a few specific questions and left the workshop eagerly to apply the recommendations he had received. At a scheduled next year’s meeting, his chairman congratulated him on the quality of his presentation, and continued to congratulate him on the work that he had started and presented by sending a group email.
If feedback from your colleagues does not provide any feedback on how your behavior is harming you, the next step is to talk with your boss about the issue. Remember to enter into dialogue with elegance and caution and quot your questions in a positive direction: “How can I help you to achieve your goals?” Instead of asking, “What do I do wrong?”
Put yourself in a position to get advice and coaching. Have a two-party meeting to do so and tell your boss on the subject of discussion: issues related to the performance and development of your management skills.
If you are lucky, he will appreciate your desire for further engagement, and will point to improved points to create an infrastructure for closer communication. If your boss resists or refuses to offer you, however, you’ve come up with a sign that you are not a problem and you need to discover all the things you could do to make changes.

Third: Create an opportunity to change

If you have concluded that you are not distracting from your direction in relation to your boss, then you should clearly point out that both of you seem to have no good interaction and you wish to modify the status quo.
There are a few ways for this conversation. If you miss an opportunity, you can continue the explicit discussion that you already have. Jane, who was a corporate executive, spoke about a meeting with his British president Richard to meet with a customer. The client had a very violent encounter with them, resulting in an exchange between them about the mistake that occurred. This gave Jane an opportunity to explain some of her frustrations with her boss’s behavior, and they both managed to work on how they can improve their relationships.
If such a situation does not occur spontaneously, then you have to make arrangements for yourself. Many conflict management experts advise you to do this in a private space that does not easily interrupt your speaking and it’s hard to leave the forum for both of you. It’s important to have a constructive dialogue that people feel safe in a safe place. Invite your boss to spend lunch outside the company; perhaps in a restaurant that is unlikely to see your colleagues there. Explain to him that you have some personal concerns that you want to talk about outside the organization. If a particular work problem, such as the failure to meet the critical time frame, has arisen due to the existence of friction between you, you can tell that you want to talk about this incident and its implications for other projects – a kind of anatomy that Jane and Richard had. Let your boss wait for a difficult conversation – as he can not escape. If you say that you want to have a discussion about your interpersonal issues, your boss may find a crisis that will prioritize your issue.
When you start a conversation, you may even realize that your boss is not consciously aware of your dissatisfaction.

source : karboom.io