R8 FTM S5 V1 PDF - Dealing with Different Boss Types

Hello! Dr. Marwa Agha 1 Mind Blowing Technique Dr. Marwa Agha 2 What is the CIA Model? Was first developed by Neil and Sue Thompson in their 2008 book "The Critically Reflective Practitioner." The model provides a practical frame that identifies three ways to respond to a cha...

Hello! Dr. Marwa Agha 1 Mind Blowing Technique Dr. Marwa Agha 2 What is the CIA Model? Was first developed by Neil and Sue Thompson in their 2008 book "The Critically Reflective Practitioner." The model provides a practical frame that identifies three ways to respond to a challenge: Control – What is directly within your control? Influence – What is outside of your control but can be influenced by you? Accept and adapt - What is it you need to accept and/or adapt to? By identifying and understanding the three potential responses to a challenge, you can step back, gain perspective, and take action on the things you can control. Dr. Marwa Agha 3 The Art Of Managing Up Dr. Marwa Agha 4  Cross The Bridge with Phycological Applicators To build the Healthy relationship with your Boss , you may need to follow these steps …. Dr. Marwa Agha 5 1- Know Your Boss If you think, “I have a great boss,” be careful. It’s possible to like your boss too much. Being friends with your manager can be tricky. You don’t want your boss to be your only advocate at work. You need to find ways to demonstrate your worth to those above her as well. Know Your Manager Questioner because managing up doesn’t mean sucking up , That’s why the best path to a healthy relationship begins and ends with understand your Manager , Know him ,doing your job well. Dr. Marwa Agha 6  1- Know Your Boss No matter what your Manger Type is , there are some skills that are universally important : ✓ You need to recognize his Authority & understand your Responsibilities. ✓ You need to build a trust relationship with your boss. ✓ you need to know how to anticipate your boss’s needs & know What Does the Leader Need? ✓ You need to understand what makes your boss tick (and what ticks him off) ✓ You want to get buy-in for your ideas. ✓ You need to know the right way to bring a problem to your boss. ✓ You need to know how to Push Back in healthy way. Dr. Marwa Agha 7 2- Negativity Bias Fact: Negative experiences tend to have a greater impact on our thoughts and emotions than positive ones. This can distort perceptions and lead to overemphasis on problems. (Fixed VS Growth mindset) Dr. Marwa Agha 8 3- Never Outshine Your Master Dr. Marwa Agha 9 4- Positive Reinforcement Fact: People are motivated by positive reinforcement. Acknowledging and rewarding good work can enhance motivation and strengthen relationships Psychologist Skinner 1930s Dr. Marwa Agha 10 5- Choose your battle Dr. Marwa Agha 11 6- Make a positive impression…. ‫اهم من الشغل تزبيط الشغل‬ ▪ Dress professionally with considering the physical appearance & business attire in the workplace. ▪ Be punctual and prepared for meetings and assignments. ▪ Actively listen and pay attention to your boss's instructions. ▪ Ask thoughtful questions ,seek clarification. ▪ Be respectful and professional in your interactions, treating your boss with diplomacy. ▪ Take ownership of your responsibilities and seeking ways to support your boss and the team. Dr. Marwa Agha 12 7- Develop a Mentor-Mentee relationship….. ▪ A successful mentor-mentee relationship is where both parties contribute and learn from each other. ▪ As a mentee, be proactive in seeking guidance and support from your mentor. ▪ Be open to different perspectives and be willing to challenge your own assumptions. ▪ Clearly communicate your goals, challenges, and areas where you seek assistance. ▪ Actively listen to your mentor's insights and learn from their experiences. ▪ Show appreciation for your mentor's time and expertise ▪ Share your progress and successes with your mentor. Dr. Marwa Agha 13  8- Support your boss's success while maintaining your integrity: ‫ اذا انا موجود‬، ‫انا منافق‬ ▪ Offer your expertise and insights when appropriate, contributing to the boss's decision-making process. ▪ Be a proactive problem solver. Anticipate your boss's needs and provide solutions or recommendations. ▪ Respectfully challenge your boss's ideas when necessary, but always do so in a constructive and professional manner. ▪ Demonstrate loyalty by supporting your boss's decisions, even if you may have differing opinions. ▪ Avoid gossip or negative talk about your boss or the organization. Dr. Marwa Agha 14 9- Make Your Boss Look Good— Without Becoming a Sycophant Dr. Marwa Agha 15 10- Get to Know Your Boss’s Boss ▪ Does your boss’s boss know you well? Is he impressed with you? Does he know exactly what you do? If you can’t answer these questions with a “yes,” you’re missing out on career opportunities. ▪ Yes, your own boss is supposed to advocate for you, but he still has to get the approval of his boss. When you and others are competing for a promotion, it will go to someone your boss’s boss thinks highly of. Dr. Marwa Agha 16  11- Upward Feedback Approach Remember, giving upward feedback requires tact, respect, and a focus on constructive improvement. Dr. Marwa Agha 17  11- Upward Feedback Approach ✓ Choose an appropriate time and place: Find a suitable time when both you and your manager can have a focused conversation without distractions. Consider scheduling a meeting or requesting a one-on-one discussion. ✓ Be specific and objective: Provide specific examples of situations or behaviors that you would like to address. Focus on the actual incidents and their impact on your work or the team. Use factual language rather than subjective judgments. ✓ Use the "I" statements: Frame your feedback using "I" statements to express your own perspective and experiences. This approach helps avoid sounding accusatory or confrontational. For example, say, "I have noticed that when I ask for clarification, I sometimes feel dismissed," rather than saying, "You always ignore my questions.“ ✓ Balance negatives with positives: While it's important to address areas for improvement, also highlight positive aspects of your manager's behavior or actions. This helps maintain a constructive and balanced feedback conversation. Acknowledge their strengths and successes before discussing areas that could benefit from improvement Dr. Marwa Agha 18  11- Upward Feedback Approach Remember, giving upward feedback requires tact, respect, and a focus on constructive improvement. ✓ Offer suggestions and solutions: Provide constructive suggestions for the concerns you've raised. Offer actionable recommendations. This demonstrates your support and commitment to their growth. ✓ Focus on the impact and outcomes: Emphasize the impact of specific behaviors on your work, team dynamics, or the organization's goals. Highlight how addressing these issues can lead to improved productivity, collaboration, and employee satisfaction. ✓ Be receptive to their response: After sharing your feedback, allow your manager to respond without interruption. Listen actively and be open to their perspective. They may provide insights or offer explanations that can help you gain a better understanding of their actions or decisions. ✓ Follow up and maintain confidentiality: If appropriate, check in with your manager to see if they have taken any steps to address the feedback. Respect confidentiality by keeping the conversation private and not discussing it with others unless necessary. Dr. Marwa Agha 19 Dealing With Management Distortion Surrounded By Bad Boss Assessment Dr. Marwa Agha 20 Dr. Marwa Agha 21 Dr. Marwa Agha 22 Dr. Marwa Agha 23 Dr. Marwa Agha 24  Dealing With Micromanager Micromanagement : It’s more about your boss’s level of internal anxiety and need to control situations than anything about you. "The Set-Up-to-Fail Syndrome" explores the phenomenon where managers have a tendency to undermine the performance of their subordinates, leading to a self-fulfilling prophecy where the subordinates end up performing poorly. The main idea of the book is that this counterproductive cycle can be broken if managers are made aware of their own biases and learn to provide more constructive support and guidance to their team members Dr. Marwa Agha 25  Evaluate Your Boss’s Behavior Pathological Micromanagers who need to make it clear to themselves and others that they are in charge. give you little to no in dependence, insist on Standard Man , Sometimes They may being involved in every detail of your have you rework something that work, and are more concerned about doesn’t meet their standards. They specifics, such as font size, than the big pay a great attention to detail and picture exercise some degree of control, but they don’t stifle you. In fact, you may learn a lot from them. Dr. Marwa Agha 26  Don’t Fight against micromanagement isn’t productive. “If you push back in one way or another—passively or aggressively—your manager may conclude you can’t be trusted and get more involved. Increase Trust Micromanagement is usually “based on a general view that the world’s standards are not up to standard.. Therefore you need to make a conscious effort to earn your manager’s trust by succeeding in the dimensions & standard he desired. positioning yourself as a collaborative partner rather Dealing than a threat. Strategy Make Up-front Agreements Another tactic is to talk to your boss—before a project starts— about how he’ll be involved. “Try to agree on standards and basic approach Keep Your Boss in the Loop micromanagers are often motivated by anxiety. “They are nervous about anyone else deliverable standards. Address that concern by keeping your manager informed of your project’s progress. Schedule regular check-ins to help her feel part of the process. Give Feedback but Only if Appropriate Telling a micromanager that you don’t appreciate his controlling behavior may only trigger more of it. some managers may be open to hearing your input. “Try to catch your boss in a moment of openness” Dr. Marwa Agha 27  Friend Then Foe Then Friend Again boss who exhibits mood swings, alternating between being supportive and aggressive Coping Strategies: Triggers: ▪ Document interactions to track behavior patterns. ▪ Stress from their own workload. ▪ Build rapport during positive interactions. ▪ Insecurity about their management ▪ Maintain professionalism regardless of their mood. abilities. ▪ Regularly clarify expectations to avoid misunderstandings.. Dr. Marwa Agha 28  Dealing With Incompetent Boss Understand Your Boss’s Incompetence Before you declare your boss useless, check your bias and better understand what you’re seeing. Ask yourself if you’re jealous or if you have a natural tendency to resist authority... Ask Others for Help Look to peers or people outside the organization for advice and a place to vent. People outside the situation can give you a fresh perspective or offer new coping strategies. Coping Strategy Find a Way to Make It Work Regardless of your boss’s incompetence, you need to work together to get your job done. Be creative in collaborating with him. Develop & take care of Yourself Focus on what makes you happy about your job, not miserable. “We can come to work every day and pay attention to this horrible boss, or we can choose to pay attention to the people we are happy to see every day and the work we enjoy. Dr. Marwa Agha 29  Dealing with Manger Who Playing favorites: Triggers : ▪ Desire to surround themselves with people they perceive as loyal or agreeable ▪ Lack of objective performance evaluation criteria ▪ Personal relationships or emotional attachments to certain employees ▪ Stereotypical beliefs or prejudices based on gender, race, age, or other characteristics ▪ Weak team management skills and preference for a divided, rather than unified, team Dealing Strategy ▪ Focus on delivering excellent work and maintaining positive relationships with all colleagues. ▪ Speak up tactfully when projects or opportunities are unfairly distributed. ▪ Consider requesting a meeting with the boss to understand the criteria for assignments. ▪ Focus on your own performance and contributions, rather than comparing yourself to others Dr. Marwa Agha 30  No Power Boss A boss who lacks direction and authority, often leading to confusion among team members. members. Triggers : ▪ Inexperience in management roles ▪ lack of support from upper management. ▪ Weak Personality & lack of self-confidence Dealing Strategy ▪ Take initiative in decision-making processes ▪ Provide constructive feedback to guide the boss. Dr. Marwa Agha 31  Power Crazy Boss A boss who abuses authority and creates a toxic work environment. Triggers : ▪ Personal insecurities leading to a need for control ▪ Aggressive & Competitive organizational hierarchy / Culture that enables their behavior. behavior. Dealing Strategy ▪ Don’t compete or challenge him ▪ Build trust & rapport ▪ Document all interactions for reference. ▪ Focus on solutions when presenting issues. Dr. Marwa Agha 32  Dealing with Manger Who Berating or belittling employees: Triggers : ▪ Insecurity or lack of confidence in their own leadership abilities ▪ Desire to maintain power and control over their team ▪ Poor emotional intelligence and inability to provide constructive feedback Dealing Strategy ▪ Set your boundaries ▪ Stay calm and professional. Do not retaliate or get defensive. ▪ Politely but firmly request a private meeting to discuss the behavior and its impact. ▪ If the behavior continues, document each incident and escalate to HR or higher management. Dr. Marwa Agha 33  Dealing with Unreasonable demands: Triggers : ▪ Excessive workload or aggressive business goals set by upper management ▪ Lack of understanding of the team's capabilities and capacity ▪ Poor planning and inability to prioritize effectively Dealing Strategy ▪ Respectfully push back and offer alternative solutions that are more reasonable. ▪ Prioritize tasks and communicate what can realistically be accomplished within the timeline. ▪ Request additional resources or support if the workload is genuinely unmanageable Dr. Marwa Agha 34  Long Hours Boss boss who believes that long working hours are a sign of commitment and productivity. Triggers: Company culture that rewards overwork. Personal beliefs about work ethic. Coping Strategies: Set clear boundaries regarding work-life balance. Communicate openly about workload expectations. Suggest efficiency improvements to reduce unnecessary hours. Dr. Marwa Agha 35  Dealing with Manager who Failing to provide clear direction: Triggers : ▪ Disorganization and lack of strategic thinking ▪ Uncertainty about the organization's goals and priorities ▪ Avoidance of responsibility and decision-making ▪ Poor communication skills and inability to articulate expectations clearly Dealing Strategy ▪ Proactively ask clarifying questions to ensure you understand the project goals and expectations. ▪ Request a project kickoff meeting to establish clear objectives, deadlines, and success criteria. ▪ Document the discussion and follow up in writing to create a shared understanding. Dr. Marwa Agha 36  Dealing with Manager who Withholding information: Triggers : ▪ Fear of losing control or power within the organization ▪ Desire to maintain a competitive advantage over their team ▪ Lack of trust in their employees and their ability to handle sensitive information ▪ Poor communication skills and unwillingness to share knowledge Dealing Strategy ▪ Politely inquire about important updates and decisions that affect your work. ▪ Establish regular check-in meetings to stay informed and aligned. ▪ Maintain open communication with your team and colleagues to gather information. Dr. Marwa Agha 37 Time to Say Goodbye Dr. Marwa Agha 38