HOW TO MANAGE YOUR BOSS

The importance of learning how to manage your boss can’t be overemphasized. In today’s busy aviation industry, subordinates are becoming increasingly more responsible for maintaining a good working relationship with their boss. Ultimately, how well you manage your boss will have more direct bearing on your promotion, your current working conditions and your future career moves than on your education and expertise.

Having your boss pleased with you raises your enthusiasm for the job and makes it more interesting. In addition, you feel more secure and your goal of an even better job seems more attainable. But to be in this position, you must know what it takes to please your boss. You should also know what bosses look for, expect, and sometimes demand in the way of action and performance from their subordinates.

A few things the boss may ask of you may seem unreasonable, but most requests are only what should be expected of you on your job. If you wish to move up the management ladder, you’ll constantly do your best and continually make an effort to please him or her.

WHAT BAD BOSSES CAN DO TO YOU

Everyone, at one time or another, has probably worked for a bad boss. In some cases, how bad your boss is can be measured by how much he or she blocks your own career. If you have networked effectively within your company and have friends in high places, you might be able to tolerate your bad boss until you can transfer to a good boss. However, if your boss is involved in unethical behavior or sexual harassment, you can’t afford to continue working for him or her. Bad bosses can block your career moves, take credit for your achievements and undermine your credibility.

INCOMPETENT BOSSES

If you work for a boss who is incompetent, chances are they still got their job because their boss knows they’re no threat and wants your boss exactly where they are. Incompetent bosses like to delay any kind of decisions as long as possible. They hate to demonstrate strong leadership and think only in terms of avoidance rather than creative solutions. They avoid hiring and firing employees, performance reviews, soliciting employee feedback and meeting project deadlines.

To mask their incompetence, this kind of boss will form committees, set up fact-finding studies and hire outside consultants. The real problems never get resolved because incompetent bosses neither listen nor learn.

Incompetent bosses often have been promoted from areas within the company where they had some real technical expertise. They might have been more comfortable working independently than as team leaders.

Executives often look bad if they promote or protect incompetent bosses. However, it might not be to your advantage to complain about your incompetent boss. Therefore, you may have to work with them, support them, organize them and do their job.

UNCARING BOSSES

You will know you’re working for an uncaring boss when the workplace feels like a mortuary. Uncaring bosses cast a cloud of depression that is difficult for even the most eager subordinates to overcome. It’s possible, unless you’re careful, that you could end up being just like your uncaring boss.

Nothing is more deflating than being stuck with an uncaring boss. He or she usually holds onto his or her position through seniority or some quirk of expertise. If you complain about his or her attitude to other co-workers, they might sympathize and respond by saying something like, “But he’s got to stay in charge of operations because he’s the only guy who can get this computer system back online.”

Many employees find that the greatest joy comes from performing their jobs well along with having strong teamwork. When your boss denies you these benefits, it’s difficult to keep the quality of your own work high. In this case, you must evaluate how much longer you can afford to work for such a boss without degrading your own attitude.

POWER-HUNGRY BOSSES

The only issue “power-hungry” bosses care about is being in the driver’s seat. Working for someone who is power hungry can be a tough assignment. You’ve got to walk a fine line between being competent enough to make them look good, yet not challenging them with your independence or ability.

Power-hungry bosses have a million ways of keeping you in your place or helping you out the door. The last place they want to see you move is above them, beside them or working for another boss in the same company. They’re afraid you’re going to spill the beans about how incompetent, lazy, distrustful and emotionally out of realm they are.

The key word for power-hungry is control. They’ve got to control everyone and everything around them, no matter how insignificant their place on the corporate pyramid. Here are some characteristics of the power hungry:

• They rarely provide subordinates with a chance to advance.

• They don’t delegate well, claiming subordinates do such a poor job, “I just have to do it over again myself.”

• They’re single minded and egotistical, sacrificing the good of the company for the growth of their own little empires.

• They’re not receptive to innovation, particularly when their ways of doing things are challenged.

• They’re often overbearing, demanding, contemptuous and bullying.

Determine if your boss’s power is real or imagined. Companies often give these individuals departments to control that have no real effect on the bottom-line profit and loss margin. If your boss is merely showing power without real power, try to find out if there are bosses elsewhere in your company with some real power and influence them to transfer you to their departments. If your boss really does have power, find out if he or she is willing to give subordinates a hand up by becoming a mentor. This approach may appeal sufficiently to his or her ego.

10 WAYS TO MANAGE YOUR BOSS

Here are the 10 commandments for effective boss management:

1. Have a good grasp of your own strengths and weaknesses as well as his or her strengths and weaknesses. You’ll know where you two complement each other, where you conflict and where you need help.

2. Know both the work needs and emotional needs of your boss. When they are legitimate needs such as loyalty, feedback and support, provide them without having to be coached. Never criticize him or her in front of others. Never underestimate him or her.

3. Understand the rules of team play. Be willing to be a good team player. Your individual contribution has value, but it’s greatly enhanced as a part of the group effort. Help your boss become a good team leader.

4. Learn how to build trust. Show your boss you’re trustworthy. Demonstrate your trust in him or her and he or she will come through for you. Let your boss know when he/she has violated your trust, or he/she has gone beyond the call of duty.

5. Keep the lines of communication open. Give him/her feedback on their performance. Ask him/her questions rely on and his/her guidance. Don’t take his or her criticisms personally.

6. Share your expertise, innovation and creativity with your boss. He or she can learn from you, too. He or she relies upon you as a problem solver and as a source of ideas and skills.

7. Take the initiative, look for solutions to problems and avoid complaining.

8. When problems arise, be straightforward in dealing with them. Develop the confidence and skills to discuss problems with your boss and, if necessary, how you expect his or her behavior to change. Always stay objective, concise, professional and calm.

9. If your boss is trying to help you, use him or her as a mentor or networking source. Even good bosses need managing in spots where they’re weak. Find out where your boss needs help. Reward his or her investment in you by performing well. Volunteer for extra projects.

10. Show your boss you understand the duties of management and leadership by incorporating as many of these qualities as you can into your present role. Support his or her role as manager and leader.

J.D. McHenry is the president of Global Jet Services. He has been involved in numerous aviation maintenance and flight operation programs for more than 31 years. His background includes aircraft manufacturer, corporate flight operations, FAR 91 & 135 operations, aircraft management, repair stations and fixed-base operation. He holds an A&P, IA and doctorate of business management. For more information, visit www.GlobalJetServices.com.