We've all heard the phrase, "People don't leave jobs; they leave bosses." While this may not be true in every case, it underscores the significant influence a boss has on our professional lives. A good boss can inspire and motivate, while a bad boss can demoralise and derail careers.
But what if leaving isn't an immediate option? What if you could develop strategies to handle a bad boss effectively, not just to survive but to thrive?
This book is your guide. By blending the timeless wisdom of Dale Carnegie's principles with actionable strategies from Crucial Confrontations by Kerry Patterson et al., you'll learn how to:
. Navigate difficult workplace dynamics.
. Communicate effectively with a challenging leader.
. Manage your own emotions and stress.
. Decide when it's time to stay and when it's time to leave.
Handling a bad boss isn't just about them-it's also about you. It's about building resilience, sharpening your emotional intelligence, and taking control of your own career journey.
As you progress through these pages, you'll uncover tools and techniques that will not only help you deal with your current situation but also prepare you for future challenges. Let's dive in and turn your workplace adversity into an opportunity for growth.
Sprache
Dateigröße
ISBN-13
978-1-326-59198-4 (9781326591984)
Schweitzer Klassifikation
Ton de Graaf, Executive Coach and Chartered Business Coach(TM)
Ton is an experienced international executive and chartered business coach and owner of Quest Coaching International. His focus is one-on-one coaching for top executives (C-level, EVP, SVP, VP and MD level) in multibillion, multinational companies with a preference for the "Next Generation of Global Corporate Leaders".
He is one of the very few coaches in the world who was designated by the Worldwide Association of Business Coaches as a Chartered Business Coach(TM) (ChBC(TM)) after a rigorous and independent assessment conducted by the Middlesex University and the Professional Development Foundation in the UK. Business coaches at this level are accountable for critical analysis, diagnosis, design, planning execution and evaluation. They exercise substantial personal autonomy and show significant influence and leadership within their organisation, the profession, or academic settings. Chartered status tells the wider community that a business/executive coach has the highest level of specialised subject knowledge and professional competence.
Ton started his career in the military where he learned about leadership while serving with the Royal Dutch Military Police as a Platoon Leader and later as a Captain with the Royal Dutch Air Force. He continued his career in the corporate world as a change manager, interim manager, program manager, HRD manager and General Manager in various industries, such as Banking, Construction, Consulting, and Insurance.
Qualifications
Ton has studied organisational psychology and several professional development courses over time. Ton is Hogan and Denison Leadership Assessment certified and is experienced in Situational Leadership®, Emotional Intelligence, Systemic Coaching, as well as in other psychometric assessments.
Websites:
https://www.qci-coaching.com
https://www.questcoaching.nl
https://www.linkedin.com/in/tondegraaf/
Table of Contents
ABOUT THE AUTHOR 6
INTRODUCTION 8
CHAPTER 1: UNDERSTANDING THE DYNAMICS OF LEADERSHIP 9
WHY BAD BOSSES EXIST 9
BEHAVIOUR VS. INTENT 9
ASSESSING LEADERSHIP STYLE 10
KEY TAKEAWAYS 10
CHAPTER 2: IDENTIFYING TRAITS OF A "BAD BOSS" 12
COMMON BEHAVIOURS OF A BAD BOSS 12
THE DIFFERENCE BETWEEN A BAD DAY AND A BAD BOSS 14
SELF-REFLECTION: ARE YOU CONTRIBUTING TO THE PROBLEM? 14
HOW BAD BOSS BEHAVIOUR AFFECTS THE TEAM 15
TRAITS TO WATCH FOR IN YOURSELF 15
KEY TAKEAWAYS 16
CHAPTER 3: THE POWER OF EMOTIONAL INTELLIGENCE 17
WHAT IS EMOTIONAL INTELLIGENCE? 17
WHY EMOTIONAL INTELLIGENCE MATTERS WITH A BAD BOSS 18
DEVELOPING SELF-AWARENESS 18
MASTERING SELF-REGULATION 19
CULTIVATING EMPATHY 19
PRACTICAL STEPS TO BUILD EMOTIONAL INTELLIGENCE 20
APPLYING EQ IN REAL-LIFE SCENARIOS 21
KEY TAKEAWAYS 21
CHAPTER 4: BUILDING BRIDGES WITH DIFFICULT LEADERS 22
WHY BUILDING BRIDGES MATTERS 22
STEPS TO BUILD BRIDGES 23
COMMON CHALLENGES AND HOW TO ADDRESS THEM 25
PRACTICAL BRIDGE-BUILDING STRATEGIES 26
KEY TAKEAWAYS 27
CHAPTER 5: MASTERING COMMUNICATION WITH DALE CARNEGIE'S PRINCIPLES 28
WHY COMMUNICATION MATTERS 28
KEY PRINCIPLES FOR MASTERING COMMUNICATION 29
APPLYING THESE PRINCIPLES IN REAL-LIFE SCENARIOS 32
PRACTICAL TIPS FOR APPLYING CARNEGIE'S PRINCIPLES 32
KEY TAKEAWAYS 33
CHAPTER 6: STRATEGIES FOR CRUCIAL CONVERSATIONS 34
WHAT MAKES A CONVERSATION CRUCIAL? 34
PREPARING FOR THE CONVERSATION 34
KEY STRATEGIES FOR CRUCIAL CONVERSATIONS 36
HANDLING PUSHBACK 38
SCRIPTS FOR COMMON CRUCIAL CONVERSATIONS 38
KEY TAKEAWAYS 39
CHAPTER 7: FINDING COMMON GROUND 40
WHY COMMON GROUND MATTERS 40
STEPS TO FIND COMMON GROUND 41
COMMON CHALLENGES AND HOW TO OVERCOME THEM 43
PRACTICAL TIPS FOR FINDING COMMON GROUND 44
EXAMPLES OF FINDING COMMON GROUND 45
KEY TAKEAWAYS 45
CHAPTER 8: MANAGING STRESS AND PRESERVING SELF-WORTH 46
THE IMPACT OF A BAD BOSS ON STRESS AND SELF-WORTH 46
STRATEGIES FOR MANAGING STRESS 47
MAINTAINING YOUR SELF-WORTH 48
TECHNIQUES TO REDUCE IMMEDIATE STRESS 49
KNOWING WHEN TO SEEK HELP 50
CASE STUDY: TURNING STRESS INTO GROWTH 51
KEY TAKEAWAYS 51
CHAPTER 9: KNOWING WHEN TO STAY OR LEAVE 52
SIGNS IT MAY BE TIME TO STAY 52
SIGNS IT MAY BE TIME TO LEAVE 53
HOW TO EVALUATE YOUR OPTIONS 54
PREPARING TO LEAVE 55
CASE STUDY: KNOWING WHEN TO WALK AWAY 56
KEY TAKEAWAYS 56
CHAPTER 10: CONCLUSION AND FINAL TIPS 57
THE JOURNEY SO FAR 57
FINAL ACTIONABLE TIPS 58
WORDS OF ENCOURAGEMENT 60
NEXT STEPS: THRIVING BEYOND CHALLENGES 60
Thank You 61
REFERENCES 62
ENDNOTES 63
