Strategies that help you handle bad bosses

Are you a bad boss? Do you work for one? Either way, it need not be the end of the road if both parties become more self aware and communicate more effectively.

Australian psychologist Mary Casey, of the Casey Centre, has identified seven types of "bad boss", saying it is possible to work with or around them.

"Setting strong boundaries early on helps. Whether your boss is a slave driver or a micro-manager, if they know where they stand with you, it's harder for them to push your buttons.

"Every boss is different and so you need specific strategies to most effectively deal with them."

While she said difficult personalities could not be changed, there were strategies to adapt their behaviours and to avoid being their target.

Rotorua leadership coach Roger Pedley, of The Coaching Centre, told The Daily Post most bosses were good people, but they were human and did not always get workplace relationships right. And workplace relationships need as much work as personal ones.

"Work is where we spend most of our time and it should be a happy place," he said. "Often it isn't and that's sad. A happy workplace, where people are encouraged and rewarded, is a productive workplace."

Everybody contributes to the work environment, but Pedley said the culture was generally set from the top.

"It is really important the employer understands they have a huge impact on how people relate to them and to others."

Understanding the response options available to you, rather than just acting out of habit, is critical. This involves recognising the "baggage" you bring to the situation, as well as appreciating where the other person is coming from and how that will influence their interpretation of, and response to, your actions.

"You need to adapt your responses to make them more positive."

Pedley said emerging neuro scientific research showed the brain responded more to positive stimuli than to negative ones.

"You will get far more creative and productive results from rewards than from criticism."

He said involving staff in finding better ways to do things was more effective than handing down instructions.

"Teach people how to think for themselves, rather than telling them what to do," Pedley said.

"Instead of catching staff out on what they are not doing well, focus on what they are doing well and ask them how they can apply that to other areas."

His key question before responding to an unappreciated action by a manager or staff member is: "Is this helping?"

"We have a choice about how we feel about a situation and often we act in a way that does not change the situation and can, sometimes, make it worse."

Pedley admitted it was difficult for employees to discuss problems with employers because of the power imbalance, but said people would be surprised by how many bosses responded in a positive and genuine way.