In my work, I encounter many questions about handling difficult challenges with bosses. The queries come in equal measure from leaders and managers. They come from all levels and many organizational settings. This is not surprising since nothing is more important to many leaders than having a good—or at least a productive and respectful—relationship with their supervisors.
In January 2005, the Harvard Business Review reprinted an article from 1973 entitled “Managing Your Boss,”1 citing its still potent message in 2005. Based on my anecdotal experience, I believe the topic is just as universal and relevant today. So this column is about one leader’s experience with her evaluation and how the relationship with her boss went astray. It also focuses on what the leader did to fix it. Although this tale is about a particular circumstance, its teachings apply to many interactions between our bosses and ourselves…Read The Full Article