Don't be discouraged! Meeting bad bosses will make you a better manager

 

You will learn a lot from the so-called "negative mentors", as well as the honest and annoying bosses.

Most people may be able to give several examples. Inspired by the shining examples of former bosses and company leaders, you have finally become more knowledgeable, better at communication, or more active and professional. But have you ever thought that some leaders have also shaped our behavior and management style because of their negative examples? "We learn from everyone who works together, whether they bring us good or bad experiences," said gay gardis, CEO and founder of Austin digital Corporation T3. Some can be used as negative teaching materials. We will always meet annoying people. Sharing bad examples is equally important to your development ." So what did Gadid and other executives learn from wrong, stubborn, or evil bosses? Price of closed Psychology When gardis was the director of marketing, the CEO of her company was arrogant and thought she was always correct and never listened to others' opinions. In a period of economic downturn, gardis came up with an idea about how to change the direction of the company and recover from the recession. She wrote a business plan and presented it to her boss and mentor with great excitement. She recalled: "He said, 'I don't support your plan. I won't participate in it. 'This severely affected me ." So she gave up her idea. "I learned a very important quality: You must listen to the opinions of people around you ." If it wasn't for the CEO to close the door in front of her, gardis would never consider starting his own business. In fact, it was his refusal to listen and he became the driving force behind gardis's enthusiasm for creating a new career. Authorization importance One of the former bosses of sinsia gerazes from San Marcos, Texas, will develop and modify rules based on the situation. Employees will never know when the rule applies. Therefore, it is up to the boss to do everything. On one occasion, Gonzalez booked a company car in advance and sent a student to another place. As a result, the boss canceled the reservation and sent the car to another person. "She wanted me to use her own car," she explained. I refused this requirement because I was worried about my personal responsibilities. An accident occurs when driving a private car. It is not in the insurance scope and I am with another beloved child ." The final result is that the boss drove the student away. This is an inefficient approach. In fact, she did the work of gerazes. After this experience, Mr. Gonzalez said she would authorize her subordinates to make their own decisions and asked them to follow the guidelines and rules they had previously established, rather than asking her for answers. She said: "I will determine a task, assign it to others, propose a deadline, and then say, 'If I can provide any help, please let me know. 'My management philosophy is that my job is to make subordinates as successful as possible. My job is to help them succeed ." Fear causes problems to be concealed The founder of a former Seattle marketing director, Galle, publicly criticized team members. He will say to the chief designer, "I do your job better than you. I can do things well with just slides ." Such a statement is humiliating, causing people to lose confidence and causing employees to dare not ask questions. She said: "This creates a fear atmosphere in the company, and this is definitely not a good way to operate the company. The company's real problems will not be exposed when it is possible to solve them, but will continue to deteriorate until they become serious ." Today, Galle is also a manager and she will encourage her team to raise any concerns or errors to her. As long as a team member makes a mistake, she will express her special thanks. "As a result, my job is better," she said. Your subordinates help you eliminate it before you make mistakes. It is far better than sending out an important marketing memo with spelling mistakes, or creating a login page with errors ." Value of honest feedback The relationship between the two was suddenly in trouble, as a consultant from beessida, Maryland, and former employer was his mentor for a long time. The mentor asked Johnston to recruit troops for the New Jersey branch out of full-time work. Her mentor never agreed with the candidates recommended by Johnston, even though it was a great deal of effort to find these candidates. Johnston recalled: "I interviewed 30 to 40 people every week within six months, because I have been trying to find 'yu Yu 'that meets the company's economic conditions '." In the end, however, she hired a consulting team because it was difficult to find a full-time employee meeting all requirements. After completing a major project, Johnston returned to the office and found that the boss had canceled the planning meeting for the next project. She dragged Johnston to one side. "She said: 'Either you resign yourself or I am looking for reasons to stir up your squid. '" Johnston felt that she had been under a double blow, because on the one hand, she had not received any warning beforehand, and on the other hand, the woman had been her intimate mentor. She said: "I will never do this kind of thing to my employees. I never establish this kind of friendship with my subordinates, but don't provide them with honest feedback ." (Fortune Chinese Network) Translation: Liu Jinlong/Wang Hao

Please of us can point to former bosses and adjust ate heads who have red us to become more well-read, better at communication, or more engaged because of their shining examples. but what about those leaders who shaped our behavior and management style because of the negative example they have set? "We learn from everyone we work with, whether they're good or bad experiences. they can be examples of things not to do, "says Gay Gaddis, chief executive and founder of T3, an Austin-based digital agency. "All of us have had people who were obstacles, who were bad examples. sharing that is just as important as going, 'rah, Ra! ' So, what have Gaddis and other executives learned from misguided, wrongheaded, or simply edevil bosses? The cost of a closed mind When Gaddis was a marketing executive, her chief executive was overbearing, assumed he was always right, and failed to listen to others. during an economy downturn, Gaddis developed an idea on how to change the company's direction to recover from the slump. she wrote a business plan and, full of excitement, presented it to her boss and mentor. "He said, 'I don't support your plan and I'm not going to be a part of it. 'I was so shot down by that, "she recils, that she quit to pursue her idea. "I learned that is a very important quality: You 've got to listen to the people around you." Gaddis never wo'd 've thought to go out on her own if the door HADN' t been slammed so firmly in her face by the CEO. indeed, his refusal to listen was part of her motivation to hit the ground running. The importance of delegation Cynthia gonzares, an educator based in San Marcos, Texas, used to work for a boss who made up and changed rules arbitrarily, depending on the situation. employees never knew which rules wocould apply at any given moment, and they had to depend on the boss's say-so for everything. One time, gonzares arrived to check out a pre-reserved company vehicle to take a student to an off-site venue, only to find that her boss had countermanded the reservation and given the car to someone else. "The expectation is that I wocould use my private vehicle. concerned with personal liability, I refused, "she explains. "Our private vehicles, if we were in any kind of accident, were not covered under the insurance, and I have someone else's precious child with me." The leader ended up driving the student herself, a less efficient solution that extends tively had her doing gonzares 'job. because of her experience, gonzares says she empowers her staff to make their own decisions and expects them to follow pre-established guidelines and rules, rather than look to her for answers. "I define a task and assign it to someone, give them a deadline and say, 'If I can be a resource to you, let me know, '" she says. "My philosophy on management is my job is to make the people who answer to me as successful as possible. my job is to facilitate their success." How fear can bury problems Gail, a marketing executive based in Seattle, used to work for a company whose founder publicly criticized members of the team. he wowould say things like, "I can do your job better than you and I can do it with just PowerPoint" to the lead designer. Not only was the behavior humiliating and demoralizing, it discouraged the staff from bringing problems to his attention. "It creates a climate of fear, and a climate of fear is never a great way to run a business," she says. "real problems in your business will not be exposed when they're still solvable and instead they're going to fester and turn into big problems." Now that she's a manager, she encourages her team to bring any concerns or mistakes to her attention. whenever they do point out a mistake, she goes out of her way to thank them. "As a result, my work is better," she says. "If you're going to make a mistake and your team catches it, that's way better than if you send out an important marketing memo with a typo in it or create a landing page with a mistake." The value of honest feedback Courtney Johnston, a consultant based in Bethesda, MD ., went to work for a long-time mentor but almost immediately ran into trouble. the mentor asked Johnston, to staff up a New Jersey office in addition to shouldering her full-time responsibilities. her mentor kept rejecting the candidates that Johnston brought to her, who were difficult to find in the first place. "I went through six months of interviewing 30 to 40 people a week because I'm trying to find the diamond in the rough I cocould afford," recalljohnston, who eventually had to hire a consulting team because it was impossible to find full-time candidates who met all the requirements. Johnston returned to the office after finishing a large project, only to find that her boss had canceled a meeting to plan the next project. she pulled Johnston aside. "She said, 'You either quit or I'll find a reason to fire you.' Johnston felt doubly blindsided because she 'd been given no warning and the woman had been her close mentor. "I will never do that to an employee," she says. "I will never form that kind of friendship and not give them honest feedback."

Turn: http://www.fortunechina.com/management/c/2014-07/31/content_215460.htm? Source = YD