Учебно-методическое пособие по развитию навыков профессионального общения. В двух частях. Ч.1: Management. Руденко Т.П - 28 стр.

       Whatever strategy you choose, deal with the bully as soon as pos-             The Jellyfish
sible, because “once a dominant/ subservient relationship is established,            “My boss hires people with the assumption that we all know our
it becomes difficult to loosen,” warns industrial psychologist James          jobs,” says a woman who works for a small firm in New England. “Un-
Fisher. Fisher also suggests confronting your boss behind closed doors        fortunately, he hates conflict. If someone makes a mistake, we have to
whenever possible, to avoid being disrespectful. If your boss continues       tiptoe around instead of moving to correct it, so we don't hurt anyone's
to be overbearing, try these strategies from psychologist Leonard             feelings.”
Felder, author of Does someone at work treat you badly?                              Her boss is a jellyfish. He has refused to establish even a basic
       ƒ To keep your composure while the boss is screaming, repeat a         pecking order in his office. As a result, a secretary sat on important
calming phrase to yourself, such as “Ignore the anger. It isn’t yours.”       correspondence for over a month, risking a client's tax write-offs. Be-
       ƒ Focus on a humorous aspect of your boss’s appearance. If             cause no one supervises the firm's support staff, the secretary never
she’s got a double chin, watch her flesh shake while she’s yammering.         received a reprimand, and nobody was able to prevent such mishaps
“By realizing that even the most intimidating people are vulnerable, you      from recurring. The jellyfish simply can't take charge because he's
can more easily relax,” explains Felder.                                      afraid of creating conflicts.
       ƒ Wait for your boss to take a breath, then try this comeback                 So “you must take charge,” suggests Lee Colby, a Minneapolis-
line: “I want to hear what you’re saying. You’ve got to slow down.”           based management consultant. “Tell the jellyfish: This is what I think I
       Finally, never relax with an abusive boss, no matter how charm-        ought to be doing. What do you think?' You are taking the first step,
ing he or she can be, says Stanley Bing. “The bully will worm hir or her      without stepping on your boss's toes.”
way into your heart as a way of positioning your face under his foot.”               Building an indecisive supervisor's confidence is another good
                                                                              strategy. For example, if you can supply hard facts and figures, you can
        The Workaholic                                                        then use them to justify any course you recommend – and gently ease
        “Some bosses don’t know the difference between work and               the jellyfish into taking a firmer position.
play,” says Nancy Ahlrichs, vice president of client services at the Indi-
anapolis office of Right Associates, an international outplacement firm.             The Perfectionist
“If you want to reach them at night or on a Saturday, just call the of-              When Nancy Ahlrichs was fresh out of college, she landed her
fice.” Worse, such a boss invades your every waking hour, making it all       first full-time job, supervising the advertising design and layout of a
but impossible to separate your own home life from the office.                small-town newspaper. On deadline day, the paper's irritable general
        Ahlrichs advises setting limits on your availability. Make sure the   manager would suddenly appear over her shoulder, inspecting her work
boss knows you can be reached in a crisis, but as a matter of practice go     for errors. Then he'd ask a barrage of questions, ending with the one
home at a set time. If he responds angrily, reassure him that you will        Ahlrichs dreaded most: “Are you sure you'll make deadline?”
tackle any project first thing in the morning. Get him to set the priori-            “I never missed a single deadline,” Ahlrichs says, “yet every
ties, so you can decide which tasks can wait.                                 week he'd ask that same question. I felt belittled by his lack of confi-
        If you have good rapport with the boss, says Mardy Grothe, con-       dence in me.”
sider discussing the problem openly. Your goal is to convince him that               Ironically, the general manager was lowering the staff's produc-
just as he needs to meet deadlines, you have personal responsibilities        tivity. To paraphrase Voltaire, the perfect is the enemy of the good.
that are equally important.                                                   According to psychiatrist Allan Mallinger, co-author with Jeannette
                                                                              DeWyze of Too Perfect: When Being in Control Gets Out of Control,
                                                                              “the perfectionist's overconcern for thoroughness slows down every-
                                                                              one's work. When everything has to be done perfectly, tasks loom lar-

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