What to do: Find a proven process that you believe will work for your organization and the nature of the change. Be sure it considers the roles of your leaders, managers and individual contributors. The best change processes include rigor on alignment, implementation and sustainment.
The most effective way to change our organizations and achieve better results is to alter the approach we take—including the types of conversations we have, the behaviors we model and the processes for getting things done. When we do that, we set the wheels in motion for executing new strategies successfully.
The boss who is a bully at his/her core is an insecure, manipulative person who throws tantrums. They are selfish and immature. Most of you would not put up with this type of behavior in your own children and should not tolerate this type of treatment from your boss. The problem is your boss has a significant amount of control over your position. For this reason, you cannot meet fire with fire.
A bully is unlikely to change their behavior, so your first option is to work to change yours. Instead of focusing on the boss who is trying to intimidate you, focus only on the details and tasks of your role. You have direct control over your performance, so make sure you are focused on the right thing, which is your job not your boss.
Most of us go through the day using a “push, push, push” approach, thinking if we work the full eight to 10 hours, we’ll get more done. Instead, productivity goes down, stress levels go up and you have very little energy left over for your family, Melnick says. She advises scheduling breaks throughout the day to walk, stretch at your desk or do a breathing exercise.
“Most of us are bombarded during the day,” says Melnick. Emails, phone calls, pop ins, instant messages and sudden, urgent deadlines conspire to make today’s workers more distracted than ever. While you may not have control over the interrupters, you can control your response.
“We experience stress when we feel that situations are out of our control,” says Melnick. It activates the stress hormone and, if chronic, wears down confidence, concentration and well-being. She advises that you identify the aspects of the situation you can control and aspects you can’t. Typically, you’re in control of your actions and responses, but not in control of macro forces or someone else’s tone, for example. “Be impeccable for your 50%,” she advises. And try to let go of the rest.
t’s impossible to know what the future holds. The very nature of change is such that you can’t predict or control what happens. Having said that, the best thing you can do is stop trying to guess what will happen. Instead, you should place as many small bets as you can on a variety of different outcomes.
The POSEC method of time management can be defined overall as a way to break down your main goals into smaller tasks and minor goals. This makes it easier to handle one minor goal after another until the major goals are finally accomplished.
Somewhat depressingly, there’s one tried-and-true method for staying on the good side of a boss. “If you want to get ahead, you have to kiss up,” Sutton says. Long before the invention of the assembly line or the cubicle, employees have been flattering their managers and laughing insincerely at bad jokes, and the approach hasn’t lost effectiveness with time. Bosses often claim they want to surround themselves with people who will “give it to them straight” and “tell it like it is,” Sutton says, but they really like the employees who say nice things and deliver good news.
So what turns a boss bad? Sometimes they just don’t know any better. “It’s an old-school way of thinking,” Mawritz says. “Some leaders walk around thinking that their employees are lazy, incompetent and dumb. They have a mentality that they have to act a certain way to get people to do what they want them to do.” This belief, that bullying works, has been passed down to the next generation. Tepper teaches classes full of MBA students about the hazards of abusive management, and their attitude says a lot about today’s business culture. “If I give them a case where a boss is hostile but seems to have a good job performance, they think he’s a hero,” he says.
Having processes in place can help you deal with change, just as certain mathematical equations can be used to help mathematicians solve unique problems. But ultimately, an equation can only do so much. The same is true of business processes. You can have processes in place to handle unique challenges, but it’s the people behind these processes that matter most.
The sooner you get over the notion that you can or should be perfect, change will come easier. You’ll put less pressure on yourself and be more willing to confront the challenges and decisions that await you.
Are you familiar with the limbic system? According to entrepreneur Travis Bradberry, “The limbic system responds to uncertainty with a knee-jerk fear reaction, and fear inhibits good decision-making. People who are good at dealing with uncertainty are wary of this fear and spot it as soon as it begins to surface. In this way, they can contain it before it gets out of control.”
Fear can come from creating negative thoughts and scenarios in your head about what the future holds. How you describe the change to yourself? What you see to be the negative aspects of the change? What impact does it have on you and your life? The moment you become fearful and have negative thoughts, stop them in their tracks and turn them into something positive.
It’s impossible to know what the future holds. The very nature of change is such that you can’t predict or control what happens. Having said that, the best thing you can do is stop trying to guess what will happen. Instead, you should place as many small bets as you can on a variety of different outcomes.