Читать книгу Taming the Abrasive Manager - Laura Crawshaw - Страница 21

Here’s a list of definitions for terms that I will be using throughout the book. These may differ from how you’ve used these terms in the past, so please read carefully:

 Boss: any individual charged with managerial authority, from CEO to mailroom supervisor. This authority may be formal (the individual has defined reporting relationships with others) or informal (the individual is empowered to exert influence over others without formally defined relationships: for example, a physician may direct nursing staff even though they do not formally report to the physician).

 Manager: a boss’s immediate superior; the abrasive boss’s boss.

 Management: collectively, the individuals who hold positions that are higher than the abrasive boss’s position or who are authorized to exert influence over abrasive bosses (such as human resource or legal staff).

 Peers: individuals who hold positions roughly equivalent in status to the abrasive boss’s.

 Subordinates: individuals who report directly to the abrasive boss.

 Coworkers: all employees at any level who have contact with the abrasive boss; anyone working in the same organization.

Now, on to my boss categories. I’ve found these categories useful in my work with abrasive bosses; I have yet to encounter a boss who didn’t fall into one of them. Please also note that I classify bosses according to their interpersonal conduct rather than their work performance. Conduct refers to interpersonal competence: the degree to which one interacts effectively with coworkers. Performance, in contrast, refers to technical competence: one’s ability to execute the technical aspects of work. Conduct and performance aren’t necessarily linked—a person can be technically brilliant and interpersonally dim or interpersonally expert but deficient in technical expertise. The best bosses have solid social and business expertise that inspires loyalty and augments the horsepower of their teams. The worst bosses are deficient in one or both competencies—working for a bungling nice guy can be equally as arduous as working for a proficient tyrant.