Introduction
The most common problem people express about their workplace is a dysfunctional relationship with superiors. It's so widespread that it's become a subject of satire in pop culture: the widespread popularity Dilbert, The Office, and a host of similar cultural artifacts show that it problem to which the majority of people can relate.
Reality, meanwhile, is less humorous. Trends in the modern workplace place increasing on employees, and subject them to managers of decreasing competence. Workplace attitude surveys show that the employee-manager relationship is the most critical factor in employee morale, with a stronger correlation to job satisfaction even than compensation.
If daily conflict with your boss consumes your time, interferes with your ability to do quality work, and makes you miserable, you probably work for a tyrant. And as the employee-manager relationship is skewed to the latter, a person finds himself in a delicate situation and unable to have a candid discussion with a person who has the power, and often the inclination, to do them harm.
The author refers to his career in human resources, working with both managers and employees, and knows first-hand how workplace tyrants "leave a trail of carnage" that is detrimental to both the employees and his company. For companies that take a dim view of being soft on employees, the effect on corporate performance is a serious problem. There are instances in which the behavior of a tyrant not only impacted performance in a department, but undermined a firm's competitive advantage.
Much of the work done in human resource departments isn't hiring to fill new position cause by growth, but attempting to fill positions because good people, highly competent and capable, left after abiding constant mistreatment by their superiors. The expected reason for leaving is better compensation, but surveys and interviews regularly demonstrate that other issues are more significant in triggering an employee to make a change: most of it comes down to "bad boss behavior."
As such, his experience over the years has led him to write the present book - to give employees the tools they need to approach their bosses differently. To provide real solutions to addressing issues with the worst bosses.
(EN: The author doesn't mention the reason for taking this approach, as opposed to counseling managers and executives on how to form more positive relationships with their people. But I think that's likely obvious: it's been tried, and it hasn't worked. Most treatments of the topic are based on getting better short-term performance by burning through employees, and regarding them as an asset that's easily replaced. So I suspect the author seeks to work on the other end of the problem.)
The author then provides a "quiz" that communications some of the actions that a "good" boss does often, and that a tyrant seldom or never does:
- Compliments you on your work
- Collaborates on tasks and projects
- Offers constructive feedback
- Shows an interest in development
- Communicates expectations clearly
- Supports an adequate work/life balance
- Provides leadership and positive encouragement
- Listens effectively
- Chooses an appropriate time and place to communicate
- Speaks to you in a direct and egalitarian manner
- Is open to the ideas of others, including any criticism or personal feedback
The author suggests that tyrant bosses don't usually consider the side-effects of their behavior, and employees don't often realize how their own behavior rewards and encourages tyranny - and this is a premise upon which the book is based. The author maintains that the employee can methodically address the issues, even to the point of improving the situation.
However, it is also conceded that "you can't change the person." That's not to say that you're powerless to do anything but find another job and hope for a better boss, but taking a different approach can do much to improve your situation.